QATAR LUXURY SEGMENT EXPERIENCING BOOM

ISSUE 14 | APRIL 2015

HR POLICIES: HIRING ‘MR OR MS PERFECT’ DESTINATION: FUNKY HAWAIIAN TOWN

ISSUE 22 | JANUARY 2016

FOOD SERVICE: GROWTH FORECAST DESTINATION: IRELAND’S CLEW BAY

FIRMS MAY RESORTTO BELT-TIGHTENING

Mercer Middle East says 2016 is set to be a year of fiscal prudence with employee benefits in the Gulf.

Qatargas wins GCC Environment Award for 2015 for compliance with environmental regulations.

EXPERT VIEWS ONFUTURE OF RETAIL

Bricks and mortar retail in Qatar can survive only with digital customer experience revolution, says expert.

QATARGAS WINS GREEN ACCOLADES

T +974 4431 2826F +974 4492 2608

E info@qgs.globalW www.qgs.global

Sharing knowledge and experience, we can all work towards the common goal of successfully delivering construction projects.

© Nigel Downes Photography 2016

CLARITY I FOCUS I RESOLUTION

3JANUARY

MESSAGE

Editor-in-chief: Darwish S. AhmedEditor: M.V.A. Kumar AGM Marketing: James JohnFeature Writer: Sami Said Ali Copy Editors: Shemna Bijith, Steve Joseph, Fawaz Badharudheen

Attire and personal effects greatly contribute to the first impression that a person leaves in our minds. Apart from their confident demeanour, what stands out is the branded clothing, wristwatch, eyewear, footwear, gadgets, and jewellery in the case of women. Inadvertently we find ourselves doing a quick mental arithmetic to arrive at the total value of all that the person is wearing or carrying, for a guesstimate of the person’s net worth.

Powerful people in society and business generally never wear or use anything that would leave a poor impression about themselves in the minds of their business associates and employees. Today, however, many upwardly mobile and ambitious people also recognise the need to dress up and carry themselves in a way that makes a good first impression on the people they come in contact with. So it is hardly surprising that luxury goods, once the prerogative of the rich and super-rich, is finding a lot of takers among consumers, who do not necessarily belong to that class.

Often the argument made in favour of branded clothes, jewellery, watches, handbags, perfumes is that because of their exclusivity and high price tag, sellers of such goods lavish attention on their customers and pamper them with excellent service. Also those keen on impressing others can be propelled overnight into the world of high fashion and perceived by people as someone who has made it big in life.

High disposable incomes truly influence one’s buying decisions. Regional surveys have repeatedly shown that Qatari consumers are amongst the biggest spenders in the Middle East when it comes to luxury products. Factors like increasing consumer awareness, changing lifestyles and a booming travel and tourism industry have also played a significant role. Branded items already account for 60 per cent of sales in the watch market. Branded jewellery although accounting for just 20 per cent of the overall jewellery market, has doubled its share since 2003.

With the 13th edition of the Doha Jewellery and Watches Exhibition due to be held in the last week of February, this issue focuses on the fast-growing luxury goods segment of the market, by getting the views of some major players. In addition to this we have reports on energy, economy, technology, automobiles, hospitality etc. The travel article is on Ireland’s Clew Bay.

DARWISH S. AHMED EDITOR-IN-CHIEF

Enjoy reading!

Demand for luxury goods rising with incomes

BACK TO

Graphic Design: Renju Varghese, Jiji YohannanAdvertisements: Marketing Team

Contributors: Jon Sanderson, MatthewSchofield,R.Ramesh

Circulation Manager: Adel Hammam

Editorial enquiries: Tel: +974 44466620Email: bq@gulf-times.com

T +974 4431 2826F +974 4492 2608

E info@qgs.globalW www.qgs.global

Sharing knowledge and experience, we can all work towards the common goal of successfully delivering construction projects.

© Nigel Downes Photography 2016

CLARITY I FOCUS I RESOLUTION

4 JANUARY

CONTENTSBusiness @ Qatar

ENGAGING QATAR’S BUSINESS COMMUNITY

Foodservice market growth forecastRapid urbanisation, tourism and high per capita income along with diverse offerings are expected to boost the GCC foodservice expected to hit $24.5 billion by 2018.

Boom in Qatar luxury segment With DJWE 2016 drawing near, sellers of luxury goods like branded jewellery and watches are innovating and preparing to do impressive business, writes Sami Said Ali.

Picturesque islesof Clew BaySarah de Crescenzo had a summit view of the islands of Ireland’s Clew Bay. The picturesque locale has as many as days of the year according to a saying.

New vehiclesstun marketTowards the end of last year and the beginning of this year many luxury vehicles have become affordable and one new SUV Creta arrived in the market.

CONTENTS

Column — Mobile telephonyExpert anticipates that several vendors will leave the mobile landscape.

News ScanA quick rewind to find out who all were in the news during the preceding month.

ConstructionJon Sanderson and Matthew Schofield see similarities between construction and tennis.

Roundup — EnergyBarzan gas project will start in 2016 and Qapco has taken big strides in energy efficiency.

HR policiesR. Ramesh examines how privacy-security balance can be maintained at the workplace.

Automotive reportJaidah Automotive recently opened Chevrolet’s largest standalone Mideast showroom.

Personal financeJamie Scott advises you on how to save money in the long run.

Roundup — EconomyThe spotlight was on Qatar’s growth estimate, dollar peg, inflation and public debt.

Digital solutionfor retailing In-store retailing has been under rising pressure from increased costs of doing business. Expert says digital customer experience revolution is the solution for survival.

Towards a frictionless IT Alessandro Perilli urges an enterprise IT that just works, reshaped after the experience offered by modern public cloud services, which users are growing to expect.

Deploying servicesto support usersAs SDN and Big Data deliver a powerful One-Two Punch, an expert warns that organisations that do not understand these trends are likely to fall behind.

42

Belt-tightening in the offingHR consultancy Mercer Middle East says 2016 is set to be a year of fiscal prudence with remuneration, benefits and compensation across the Gulf region.

24

12

44

5JANUARY

6 JANUARY

NEWSBedaya inks pact with business schoolAl-Emadi appointed head of

corporate banking at Al Khaliji

Commercial Bank wins top CSR award

Bedaya Centre for Entrepreneurship and Career Development (Bedaya Centre) recently inked a memorandum of understanding (MoU) with Qatar Finance and Business Management Independent Secondary School for Boys, aiming to enhance co-operation between the two parties and provide counselling and professional development services for students.

Both parties will work to raise the awareness of students by holding lectures and workshops for them in professional development and entrepreneurship topics, exposing students to a work environment, conducting preliminary tests and providing consultancy sessions in co-ordination with academic advisers, according to a statement.

Al Khaliji has appointed Omar al-Emadi as head of corporate banking. Al-Emadi will be working closely with Al Khaliji’s various business lines to grow and identify new avenues for the bank’s corporate vertical, portfolio and client base growth and diversification.

He has wide experience in the banking sector as he started out his career in 1998 at the Commercial Bank. The latest position he took over was as assistant general manager, with the role of head of government and public sector division. The announcement is in line with the bank’s strategic focus on empowering Qatari leadership across its network of operations.

“Across our departments and operations, we have committed our efforts to growing a solid pool of Qatari talents and leadership. It is a strategic focus that we are confident will transform our future as a group,” Al Khaliji’s Group Chief Executive Fahad al-Khalifa said.

Last October, Al Khaliji had announced a record milestone in its continuous efforts to attract local talents and future leaders, by achieving 100 per cent of its Qatarisation goals and objectives across its expanding network of branches within the State of Qatar. This initiative was in line with the bank’s commitment to align itself with Qatar National Vision 2030. Currently, all of Al Khaliji network branches are under the leadership and guidance of Qatari branch managers.

Commercial Bank won the “Best CSR Report” at the Corporate Social Responsibility (CSR) awards ceremony for organisations in Qatar. The awards ceremony was part of the CSR Conference and launch of the third edition of the White Book, held under the patronage of HE Sheikh Abdulla bin Saoud al-Thani, governor of Qatar Central Bank and chairman of the Board of Directors of the Sports and Social Activities Support Fund (Daam).

Commercial Bank won the award in relation to a comprehensive group of CSR activities benefitting the wide Qatari community in 2013, 2014 and up to the end of 2015, including humanitarian projects and charitable work for the disadvantaged, educational, training and personal development programmes for Qatari youth, sports and health initiatives, support for Qatari arts and culture and the bank’s Qatar National Day programmes that revive and celebrate the country’s cultural heritage, according to a statement.

7JANUARY

Nakilat-Keppel Offshore and Marine (N-KOM), the joint-venture shipyard between Qatar’s Nakilat and Keppel Offshore and Marine, recently signed an agreement with Greece’s Angelicoussis Group of Companies to continue with the latter’s ship repairs in the Middle East.

The agreement applies to all vessels operating under the Greek group, which has more than 110 vessels and owns and operates the largest fleet of vessels in Greece. N-KOM is located at Erhama Bin Jaber Al Jalahma Shipyard, in Ras Laffan, Qatar.

“The Angelicoussis Group has been an important partner in Nakilat’s expansion and growth over the years. We are delighted to see our long-standing partnership continue to grow with the signing of this fleet agreement and we are confident of providing Maran with quality ship repair services for their fleet of vessels,” Nakilat Managing Director Abdullah al-Sulaiti said.

Maran Gas Maritime’s LNG (liquefied natural gas) carrier was the first vessel to be dry-docked at the shipyard when it commenced operations five years ago. “We are very satisfied with the high quality of repairs executed by N-KOM for our vessels and are pleased to be extending our association with the Nakilat family through yet another strategic venture,” according to John Angelicoussis, Chief Executive of Angelicoussis Group of Companies.

Lagoona Mall wins top awards in realty sector N-KOM, Angelicoussis sign ship repair agreement

Fujitsu consolidates Nakilat IT systems into SAP cloud

Lagoona Mall was named ‘World’s Best’ in the International Leisure Development category at the International Property Awards final held at London Marriott Hotel Grosvenor Square recently. Competing against the best property professionals in the world, the mall won the titles of Best Leisure Development Qatar, Highly Commended Retail Development Qatar and Best Leisure Development Arabia at the 2015 Africa & Arabia Property Awards and ‘World’s Best’, the highest accolades in the property industry.

Lagoona Mall stood out with its attention to detail, high quality and finishing, and most importantly with the safety and unparalleled experience that it provides to its customers.

Fujitsu recently successfully consolidated information technology systems at Nakilat (Qatar Gas Transport Company) into a single, end-to-end and scalable private SAP cloud that effectively adds greater efficiency. Nakilat, the shipping arm of Qatar’s liquefied natural gas (LNG) sector and known for innovation, has partnered with Fujitsu to launch the globally renowned SAP HANA and integrate a more efficient, consolidated and automated IT experience.

Since its inception, Nakilat has consistently been an early adopter of advanced technologies. SAP HANA uses futuristic cloud-based technology that acts as one single environment for a flexible, innovative and cost-efficient SAP private cloud operation. By introducing SAP HANA, Nakilat has a more responsive and agile business landscape that can produce critical financial and ERP reports more promptly.

8 JANUARY

NEWS

Qatar Railways Company (Qatar Rail) was awarded ‘Best Arabian Architectural Design for Public Service’ and the ‘Best International Architectural Design for Public Service’ at an event in London. The awards presented by the “International Property Awards” recognise the quality of the design of Qatar Rail’s “Vaulted Spaces” design for stations on the Doha Metro.

A panel of 20 international architects gave the awards during the international nomination event attended by Qatar Rail’s Deputy CEO Hamad al-Bishri and Architecture and MEP Department Senior Director Mohamed Timbely.

This recognition follows a win at the regional event in Dubai in November 2015, where the company was named best “Public Service Architecture – Qatar” for the same project. The International Property Awards, running since 1995, are open to residential and commercial property professionals from around the globe. Qatar Rail is the first company from Arab countries to win the International Public Service Architecture category.

According to the organisers of the award, the stations design for the Doha Metro create a unique combination of a recognisable design across the network with an approach which allows each line in the system to have a distinct identity and individual stations to have designs which embody the culture and history of the area they serve.

Qatar Rail wins architectural design awards

Nebras Power acquires QEWC stakes in Oman power firm

Ooredoo hosts managed security services event

Doha-headquartered Nebras Power recently announced that it had entered into an agreement to acquire Qatar Electricity and Water Company’s (QEWC) stake in Oman-based Phoenix Power Company amounting to 9.75 per cent and Phoenix Operating and Maintenance Company amounting to 15 per cent. The acquisition is expected to be completed this month.

Phoenix Power Company owns Sur IPP in Oman, while Phoenix Operating and Maintenance Company carries out the operation and maintenance activities of the plant. QEWC General Manager and Managing Director Fahad bin Hamad al-Mohannadi and CEO of Nebras Power Khalid M Jolo were present at a meeting where the agreement was announced.

Ooredoo hosted a special event recently for companies from some of Qatar’s key industries recently, showcasing its portfolio of managed security services. The event, which welcomed around 30 large business customers, provided a run-through of Ooredoo’s managed security services, which include network security, web and email security, security and vulnerability solutions and, business continuity and disaster recovery.

Yusuf al-Kubaisi, COO of Ooredoo Qatar, said: “We are Qatar’s business provider of choice because we continue to establish and maintain a secure cyberspace for our customers. We work hard to safeguard our nation’s interests and preserve the fundamental values of Qatar’s society. Hosting events such as these shows our customers not only our investment, but also what we can and are doing for their businesses.”

9JANUARY 9

QU names Sheikh Joaan CSR Person of 2015

Qatar University has selected HE Sheikh Joaan bin Hamad al-Thani, President of the Qatar Olympic Committee (QOC), as the Corporate Social Responsibility (CSR) Person of the Year 2015 in recognition of his significant role in supporting CSR and for being a role model inspiring the youth of Qatar.

The annual national CSR report, which is produced under the supervision of Qatar University, observes the achievements of selective inspiring personalities who represent distinguished leadership in the CSR concepts.

Qatar University will host the awarding ceremony of HE Sheikh Joaan while launching the 4th Edition of the annual national CSR report in the first quarter of this year. The awarding ceremony will be attended by high officials, including the CSR person of last year HE Abdullah bin Hamad al-Attiyah, ministers, ambassadors and other recognised members of the society who contributed to the report.

The ceremony will include the official inauguration of the CSR Person of the Year painting by an international artist assigned from Qatar University. Also during the ceremony, His Excellency will be awarded a Crystal Shield appreciating his efforts in CSR.

Dr Hassan Rashid al-Derham, President of Qatar University, said: “HE Sheikh Joaan bin Hamad al-Thani is a motivating leader of CSR in Qatar.”

Regency chosen ‘World’s Leading Travel Agency’

QFC awarded certif icate of appreciation by Best Buddies

Regency Travel and Tours was awarded ‘World’s Leading Travel Agency 2015’ by WTA for the ninth consecutive year at a ceremony held in Morocco recently. Hailed as “Oscars of the travel industry,” the World Travel Awards are “highly coveted and contested,” with winners being chosen purely by virtue of the votes they receive. Currently in its 22nd year, WTA celebrated its 20th Anniversary in 2013 and are acknowledged across the globe as the most sought after travel awards and the ultimate travel accolade. Regency Travel & Tours’ CEO Tareq Abdullatif Taha has seen the company grow and has been the driving force behind its success. Elated at the achievement, he said, “It is an honour for us to represent Qatar, and an absolute delight on being adjudged the World’s leading travel agency for 2015.”

Best Buddies Qatar has presented Qatar Financial Centre (QFC) with a certificate of appreciation in recognition of the ‘No Barriers to a Great Friendship’ campaign it helped produce. ‘No Barriers to a Great Friendship’ is a short film that depicts the relationship between two boys, played by Khalifa al-Kubaisi and Eid al-Shamari, as they encourage each other, communicate and share to become “best buddies”.

The campaign received the support of QFC and was produced in association with The Film House and Best Buddies Qatar. Yousef Fakhroo, Chief Marketing and Corporate Communications Officer at QFC, said: “The basis of QFC supporting Best Buddies Qatar is from our belief that ‘Great success comes from great support’, because what Best Buddies Qatar does, enables young people with intellectual and developmental disabilities (IDD) to reach their full potential and achieve success.”

10 JANUARY

NEWSSt Regis receives five prestigious awardsSidra appoints Peter

Morris new CEO

ICT firm Waseela opens office in Qatar

The St Regis Doha received five prestigious international awards from industry leaders, the hotel announced recently. The honours were the Luxury Wedding Destination in Qatar at the World Luxury Hotel Awards 2015, Best Hotel Qatar 2015 and ranked 17th place in the Top 100 Hotel 2015 Worldwide Ranking at the Hotel of the Year Awards for the year 2015, Ramsay by Gordon Ramsay winning the Best Hotel Fine Dining Restaurant Middle East 2015 award.

The World’s Leading Conference Room at The World Travel Awards Grand Final Gala Ceremony 2015, and Al Sultan Brahim restaurant recognised as the Best Quality Restaurant in the Arab World 2016 by The League of Arab States.

Sidra Medical and Research Center (Sidra) appointed Peter Morris as its new Chief Executive Officer with effect from January 8. Morris is the former CEO of Barts Health NHS Trust, one of London’s leading hospital groups. To date, he has pursued an impressive leadership career spanning several of the UK’s foremost academic medical centres and healthcare providers.

During his tenure at Barts Health NHS Trust, Morris led the organisation through an unprecedented period of growth and redevelopment by opening three new hospitals and centres of excellence in the capital, including The Royal London Hospital and the Barts Heart Centre, which is now one of the world’s leading specialist centres for adult cardiac services.

“Sidra’s leadership are delighted to welcome Peter Morris on board at this important juncture in the history of the project and as the organisation looks forward to opening outpatient maternity and paediatric services in 2016,” it was mentioned in a statement recently.

Prof the Lord Darzi of Denham, Vice-Chairperson of Sidra said, “Peter Morris will bring a wealth of senior experience in leading large projects and the commissioning of brand new hospitals in the UK, to help lead Sidra to its next exciting chapter and the provision of patient services in 2016.”

Integrated ICT system and service solutions provider Waseela has opened office in Qatar as part of its regional expansion. Through its new branch in Doha’s Gate Building Tower 2, Waseela seeks to tap into growing demand for integrated ICT (information communication and technology) systems in Qatar as the country’s construction boom gathers momentum. Since its 2007 incorporation in Jordan, Waseela has expanded into the UAE and Saudi Arabia.

Waseela’s Qatar office offers clients in the country a full spectrum of solutions and services provided by its subsidiary companies with smart solutions for mega construction projects a key area of focus. The firm is also undertaking specialised projects such as deploying broadband wireless networks for public security surveillance, creating public safety wireless systems in underground tunnels, installing 3G and 4G systems etc.

Waseela’s Chief Executive Samer Taha

11JANUARY

CONSUMER PROTECTION

WARRANTIED PROTECTIONA new smart warranty offered by Intertec for new smartphones addresses issues like costly damage, loss and theft of the gadgets

Smartphones having become indispensable tools, there is an imminent need for protection of handsets with people having their phones lost or stolen on an average of 1.5 times over the past five years, according to Intertec Group. Moreover the possibility of devices getting damaged is also a concern among smartphone users.

Mobile devices are getting costlier by the day and gadgets are becoming fragile. Intertec

• Stolen devices used for terrorism and other criminal activities. Owner has to undergo suffering to prove his innocence.

Intertec Group has come up with a solution for this problem by introducing a novel concept for its customers in Qatar – year extended warranty apart from the one year manufacturer’s warranty.

In its customer satisfaction survey Intertec found that most of the gadget customers feared physical damage of their handsets, making them hesitant to make full-fledged use of all features of their smartphone. Intertec has addressed this concern too by joining hands with Copperseed Technologies to provide the Smart Warranty

whopping 74 per cent noting that they could neither remotely lock nor wipe the phone’s memory after it was lost or stolen.

Eighty-two per cent found the process of resolving the situation difficult and 90 per cent found the experience stressful. Not surprisingly, more than half of the sufferers said that they were willing to pay a ransom to resolve the situation.

• The average price of smartphones has crossed the price of a laptop and the resale value of the second-hand devices also increases the risk of mobile theft.

• Lack of knowledge about after-effects.

says two out of three users have faced a physical damage of their mobile phones during their life cycle. The cost of restoring the devices to their previous condition is often as high as 70 to 80 per cent of the handset’s original price, which is a major monetary concern for customers.

In addition to the annoyance of losing their mobile phones was, 77 per cent of the victims considered the loss of contact information the worst part of the experience and also a huge inconvenience. It is therefore not surprising that ‘anger’ was the single most dominant feeling expressed by victims of mobile theft. Of the affected customers, one in two was concerned about the exposure or loss of private information, with a

Intertec CEO, Aleixo Fernandes. receives Smart Warranty from Copperseed CEO, Arun Babu

12 JANUARY

ONLINE SHOPPING

FUTURE OF RETAILBricks and mortar retail in Qatar will survive only with digital customer experience revolution, says expert from Aruba

In-store retailing has been under rising pressure from increased costs of doing business, as well as the growth of online shopping. Yet, bricks-and-mortar sales still accounts for the majority of retail spend. As per a recent report, according to a new publication from Hamburg-based yStats.com, Qatar had less than 20 per cent of Internet users making purchases online, despite the fact that the majority of residents already have Internet access.

The country is still behind a number of other emerging economies in the e-commerce stakes due to factors such as delivery challenges, a preference for face-to-face, lack of choice due to limited range of online products and services, no price differential as compared to as compared to in-store purchases, consumer privacy concerns, prevalence of cash on delivery and others.

Jacob Chacko, Business Lead – SMB & Commercial, Middle East & Turkey at Aruba, a Hewlett Packard Enterprise Company, believes that the retail model of the future will be a radically different experience

from today, largely driven by the changing shopping demands of the younger hyper-connected consumer. Bricks-and-mortar retailing will continue to be a very significant part in retail. However, the lines between channels will erode at the benefit of both the customer and the business. Advances in technology will significantly improve the relationships between retailers and customers, much the way analytics is already doing to online shopping.

Real opportunity lies in responding to this change, focusing on delivering a truly integrated and seamless omni-channel experience. The future of retail is an exciting one, and over the next few years we expect to see a number of key developments taking place in stores around the globe:

The emergence of the smart personal shopper

Online retail will continue to exist for customers who want to buy a specific product and have it delivered to their home. But those who enter a store do so to learn, to view and feel items and to speak to a person. As the physical

environment of a store changes, communication barriers between customers and employees such as counters will be removed, enabling staff to provide a more personalised experience.

Mobile technology will revolutionise the sales process and experience. Tomorrow’s retail staff will be unleashed from the sale counter, and given the equipment to connect with customers across the entire store, offering a more consultative approach. In fashion retail for example, assistants will be able to show customers a range of outfits and styles a particular item could work with.

With a real time view of stock and availability, they will be far more capable of closing sales, only recommending items that are both in stock and in size, whilst offering further choice and reducing wait time for shoppers.

The rise of immersive engagementWalking past a store, a customer’s phone buzzes, offering them to try on the same pair of jeans they saved in

Jacob ChackoBusiness Lead – SMB & Commercial,

Middle East & Turkey at Aruba, a Hewlett Packard Enterprise Company

13JANUARY

their online basket a few days ago. Enticing them in, as they’ve already shopped online, for today only they will get an additional 10 per cent off all purchases.

Location-aware technology will identify customers’ mobile devices, enabling upsell and cross-sell offers based not just on what they’re viewing, but also what they’ve purchased before. As customers roam the store, engagement programmes will link with in-store beacons to dynamically offer up suggestions at various points along the store path.

Here, the loyalty programme and the new-found freedom of the retail assistant will combine and, with a shared purchase history, the best retailers will enable assistants to make personal style recommendations, based on customer preference and items they may already own.

Experiences will extend loyalty beyond purchases too, offering experience enhancements such as VIP parking spots when customers approach retail stores, and recognising regular customers on entry.

The end of cash and plastic

Part of matching the new connected consumers’ expectations will be delivering a seamless, frictionless payment experience, removing any barriers slowing down the speed of a retail sale. Eliminating queues from stores, roaming staff, now empowered by mobile technology will be able to transact with customers in seconds, as shoppers keep focus on the purchase experience rather than the cost.

One of the most important factors to consumers, payment security requires additional compliance with higher security standards, ensuring consumers are protected from fraudulent activity and avoiding the irreparable reputational damage and financial costs associated with a breach in payment security for the retailer.

This adoption of mobile, digital payments will further enable retailers to offer things like on-demand delivery options, where products can be delivered straight to the customer’s home or even car.

For retail businesses, this will also likely lead to higher revenues. Just as the shift from cash to plastic showed consumers are willing to spend more when not parting with cash, so too will sales be further strengthened by further dissociation from the traditional bank instrument – the card.

The road to the futureThese hyper-connected consumers already in the marketplace have

a rapidly growing share of spending power. This always-on generation demand things like fast Internet access and a more seamless, digital experience they’re already getting from other services.

While new innovations are being tested and tried in today’s market, much of this development is stifled by existing and fragmented existing IT infrastructure, negatively impacting the customer experience, and slowing the consumer adoption of new technologies that could help drive the retail business forward.

Because of this, retailers are already starting on the back foot. To build a successful platform for innovation across multiple channels, they must ensure the technological needs of today’s customers are fully met, otherwise they face being left in the dust. Focus on enriching the customer experience immediately, and set the stage for rapid innovation in the coming years

These hyper-connected consumers already in the marketplace have a rapidly growing share of spending power. This always-on generation demand things like fast Internet access and a more seamless, digital experience they’re already getting from other services.”

14 JANUARY

Qatar’s preoccupation with luxury goods and everything luxurious has now become well-known, so it is but natural that exquisite jewellery, expensive watch and perfume brands should make a beeline for the country and open shop here. The high level of disposable income and the average Qatari household’s willingness to spend and possess the best is their inspiration.

Next month, Doha Jewellery and Watches Exhibition (DJWE) 2016 will be held at Doha Exhibition and Convention Centre and for five days the dazzle of gems and jewellery and the sparkle of luxurious watches will take away the breath of onlookers, while the affluent will shop to expand their trove of delightful possessions.

But the Qatari consumer is not alone in this, increasing consumer awareness and changing lifestyles are the major factors contributing to the growing popularity of luxury products globally. With the increasing standard of living, consumers are opting for personal luxury goods, looking at the prospect of receiving better services.

The booming travel and tourism industry is yet another key factor fuelling the demand for luxury. An increase in branding and promotional activities has increased awareness among consumers about luxury products, spurring them to dig deep into their pockets for gratification of their desires.

The luxury goods’ segment of the Qatari market has been receiving lot of attention in recent years and many exhibitions have also been focusing on this segment. Service being a crucial aspect of the luxury industry, businesses are concentrating on providing excellent service to retain customers.

“The luxury segment in Qatar is booming thanks to its considerable strengths. High-quality, technological innovation and unique design demonstrate the success of luxury product companies and their employees. These virtues are paying off and the market segments are growing substantially because of the high disposable income enjoyed by the residents of this country. Exclusive monobrand shops are gaining attention in the Middle East and brands are tapping this area of business to build better clientele,” says Jérôme Lambert, Montblanc Global CEO.

COVER STORY

QATAR LUXURY SEGMENT EXPERIENCING BOOMWith DJWE 2016 drawing near, sellers of luxury goods like branded jewellery and watches are innovating and preparing to do impressive business, writes Sami Said Ali

15JANUARY

Phot

o us

ed fo

r illu

stra

tive

purp

oses

onl

y

16 JANUARY

Most jewellery and watch companies, the most prominent vendors of wearable luxury, have put up a sparkling performance in the recent past, with above par or par performance by all measures and the industry seems poised for a glittering future.

Consequential changes are under way, both in consumer behaviour as well as in the industry itself. Jewellers can’t simply do business as usual and expect to thrive; they must be alert and responsive to important trends and developments or else risk being left behind by more agile competitors. The jewellery and watches sector is likely to take the course as other personalized luxury goods, marked by five trends that have shaped them over the past decades – internationalisation and consolidation; the growth of branded products; a reconfigured channel landscape; ‘hybrid’ consumption; and fast fashion.

Branded items already account for 60 per cent of sales in the watch market. Branded jewellery although accounting for just 20 per cent of the overall jewellery market has doubled its share since 2003.

Branded products will claim a higher share of the market very soon, says Frabcois Ganes, General Manager of Louis Vuitton Middle East. “Opening exclusive shops for favourite brands, diversifying, understanding consumer behaviour and personalised service are attracting shoppers at a large scale,” he said during relaunch of their new showroom in Villagio.

In the past, most of the growth in branded items came from the expansion of established jewellery and watch brands. By contrast, future growth in branded items is to come from non-jewellery players in adjacent categories such as high-end apparel or leather goods companies, which like Louis Vuitton have started

introducing jewellery collections or are expanding their assortment.

Doha Jewellery & Watches ExhibitionDJWE’s international credentials are re-affirmed with the participation in the 2016 event’s organisation by Fira Barcelona, one of the most important trade fair organisations in Europe, and Spain’s market leader. Miquel Serrano, International Business Development Director for Fira, expressed his pleasure in being continuously involved in the expo. “We are delighted to be part of the organisation of DJWE 2016 in association with QTA and ELAN,” he said, “and with our Qatar partners we are working hard to create a magnificent event for February.”

DJWE’s burnished international credentials are underscored by a significant number of new exhibitors, from Qatar, Saudi Arabia, France, Germany, Italy and Australia. In all, exhibitors from over 27 countries

Ali Hassan al-Khalaf and others pose near the Art & Gems pavilion during DJWE 2015

17JANUARY

are set to feature this year. The DJWE, now in its 13th year, is well-established as a notable event on the regional calendar deluxe. Many celebrated brands will be returning to the exhibition in 2016, including all 500 that attended the 2015 edition, while many more than in previous years will be participating for the first time in 2016, and an unprecedented 30,000 visitors are expected.

“Exhibitions have been found as major ways to showcase as well as introduce new products and services; initiate sales and help in relationship management with known and future customers. Exhibitions like DJWE are of high public interest as important sellers and buyers visit a show. Media representatives use the events for publishing news about products and trends and therefore trade fairs are useful for product launches. Because of these reasons sales are also initiated,” says Salman Abdul Rahim, General Manager of Pari Gallery, whose organisation has been participating in the expo for the past eight years.

“DJWE is an admirable example of Qatari success, and after the significant year we’ve had for business events, I am delighted that the industry will kick off 2016 with one of the world’s leading jewellery and watch exhibitions,” said Hamad al-Abdan, Head of Exhibitions at QTA. “Qatar is undoubtedly the pre-eminent location in which to appreciate the highest quality of products, and I call on exhibitors to take this opportunity to showcase their creations in this unique setting.”

For the first time since its inception, the DJWE will feature jewellery and watches workshops for enthusiasts and designers to learn from experts on creating their own pieces. Additionally, a number of educational seminars will be delivered on jewellery and watches throughout the week, enabling an even finer discernment of quality pieces. In parallel, the DJWE is offering free, on the spot, gem assessment provided by the International Gemological Institute, the DJWE’s laboratory and education partner, for visitors looking to validate the quality of their stones.

will have special access to a private viewing room. Visitors will also be able to take part in workshops offered by a number of exhibitors, and we have partnered with the International Gemological Institute to provide a free and on-the-spot certification of gems. This year, pearls and men’s watches will feature prominently, with specially crafted visitor routes to facilitate easy navigation between exhibiting brands.”

He said that as much as DJWE’s standing has risen, making it one of the leading exhibitions in the region, this year’s edition will see new features and improvements in a number of areas.

“There exists a transponding-and-delay effect, which means an exhibitor may realise a turnover from a show more than 12 months after the closure of a show. The possibility to address potential clients directly allows face-to-face contacts. Within the company’s Customer Relationship Management, DJWE is an important tool to build up confidence. Trade fairs offer the chance to promote the company and analyse the competition.

In this way, the existing high public interest can be used to meet objectives such as image-building, positioning and brand recognition. DJWE offers further advantages to business people, chiefly the ability to network within the industry while achieving major marketing goals,” says Ali Hassan al-Khalaf, Chairman of Art & Gems, that participated in the exhibition for the first time in 2015, though they have occasionally held in-house exhibitions in their showroom at Al-Sadd.

In this world of fast-changing fashions, flexible companies with adaptive business tactics reap disproportionate rewards. Innovative jewellery and watch companies will emulate: they will react to trends quickly and reduce their product-development cycle times. Doing so will require closer collaboration with partners along the entire value chain, from suppliers to designers to logistics providers

Uniquely among the world’s jewellery trade shows, the DJWE permits exhibitors to sell directly to the public – an opportunity not to be missed during the 2016 edition at the DECC. Visitors to DJWE will be able to survey and select from a wide range of exquisite jewellery and watches – investments that they will undoubtedly adore for decades. More rigorous selection standards for exhibitors at DJWE 2016 suggest that the quality of the products on display will be truly extraordinary. “More clientele interaction and feeling the demands so as to adapt to the future are two prime reasons for participation in DJWE,” says Salman.

Salman Abdul Rahim, General Manager of Pari Gallery

Jaber Al-Ansari, Group CEO of DJWE organisers, Elan Group, said: “Since the Elan Group took over the organising of the Doha Jewellery and Watches Exhibition it has succeeded in building an international profile in the exhibitions industry, with DJWE now considered one of the biggest exhibitions of its kind in the region. At Elan, we are striving to ensure that DJWE 2016 will be the biggest, most luxurious and best edition ever, with an unparalleled visitor experience. Visitors this year will experience easy registration that is available via an improved online application, and VIPs

18 JANUARY

ROUNDUP — ECONOMY

CONSTRUCTION, FINANCE AND TRADE AID GROWTH IN Q3Qatar’s growth estimate, dollar peg, inflation and public debt were the main issues under the spotlight concerning the economy

Qatar’s economy is estimated to have grown 3.8 per cent year-on-year (y-o-y) during the third quarter (Q3) of 2015 mainly on the back of construction, finance, trade and utilities sectors, according to official estimates.

The country’s real (inflation-adjusted) gross domestic product (GDP) at constant prices grew 2.8 per cent against the second quarter levels, said the Ministry of Development Planning and Statistics (MDPS) using 2013 as the new base year.

In nominal terms (at current prices), Qatar’s GDP is estimated to have fallen 22.8 per cent y-o-y and 2.9 per cent quarter-on-quarter (q-o-q), it said.

The mining and quarrying sector, under which falls the oil and gas segment, has shown a real growth of only 0.1 per cent y-o-y and 1.1 per cent q-o-q in Q3, 2015; while non-oil’s growth was sharper at 7.8 per cent and 4.4 per cent respectively.

In nominal terms, mining and quarrying showed a plunge of 47.6 per cent y-o-y and 12 per cent q-o-q; even as the non-mining and quarrying segment reported 2.3 per cent and 2.6 per cent growth y-o-y and q-o-q respectively.

“The reduction in international price levels of crude oil in this quarter has

led to sharper decline in nominal gross value added of this (mining and quarrying) sector,” the ministry said.

Meanwhile, Bank of America Merrill Lynch said Qatar is in a “comfortable position” to defend the riyal’s peg to the US dollar given its fiscal breakeven oil price and buffers. While all GCC countries have expressed their commitment to the dollar pegs, their ability to defend the arrangements in a sustained oil price slump varies greatly, it said in its latest economic report.

“Within the GCC, we believe Kuwait, Qatar and the UAE are still in a comfortable position given fiscal breakeven oil prices of $50-$65/barrel and fiscal buffers that can cover deficits incurred under $30/b for 15-20 years (conservatively assuming no debt financing and at unchanged spending policies).

CPI inflation jumps 2.7%Qatar’s cost of living, based on consumer price index (CPI), jumped 2.7 per cent year-on-year (y-o-y)

19JANUARY

in December, mainly on costlier education, tobacco, communication, transport and food as well as higher rents, official figures suggest.

The overall CPI inflation in December was however down 0.1 per cent against the November levels mainly on lower prices for clothing and footwear and furniture as well as food and beverages, said the figures released by the Ministry of Development Planning and Statistics (MDPS).

The country’s annual CPI inflation is expected to moderate to 1.5 per cent in 2015 and stay firm in the subsequent year before edging up to 2 per cent in 2017, according to Qatar Economic Outlook (QEO) 2015-17 Update of MDPS.

The recent increases in the prices of utilities may nudge up domestic inflation, particularly in the summer months of 2016 but will make only a small impact on the headline consumer price index and will wash out of the inflation calculations before the end of 2016, according to the report.

Kahramaa increased prices for non-Qatari households in September 2015, instituting slab rates for both water and power consumption. It

also raised prices for government, commercial and industrial consumers.

Whereas residential water consumption was previously charged on a flat rate, five bands now exist with increasing rates per unit of consumption. In the case of electricity, the slabs have been expanded to six from the earlier two.

Progressive brackets of water and power consumer rates are similar to those already in place in Abu Dhabi, where government transfers were cut sharply last year when a new fee structure was introduced, the Ministry of Development Planning and Statistics (MDPS) highlighted.

“The new tariffs may result in an annualised average uplift of about 5.3 per cent in charges for the representative residential consumer, but a low weight of electricity and water in the consumer price index means that this will barely register in headline consumer inflation,” it said.Any impact on consumer price inflation will be transitory, fading after September 2016, it added.

Honouring obligationsLow public debt and large stocks of foreign reserves at the Qatar Central Bank (QCB) will enable

Qatar to honour its debt obligations comfortably, despite the oil price slump, the Economist Intelligence Unit (EIU) said in a recent overview.Further support comes from even larger holdings in the country’s sovereign wealth fund, the Qatar Investment Authority, and fiscal surpluses accumulated in previous years. However, a prolonged slump in oil prices (not the EIU’s central scenario) could undermine the rating.

The EIU expects the country’s current account to move into surplus in 2017 as oil prices begin to recover. Currency stability will also be maintained by the riyal’s peg to the dollar, and a revaluation is not expected in the forecast period. The QCB has large stocks of foreign-exchange reserves that could be used to defend the peg if necessary.

But it said low hydrocarbons earnings will have “negative implications” for banking asset quality. Qatar has one of the lowest non-performing loan ratios in the region, although the high loan-deposit ratio increases the risk of asset impairment in the banking sector.

Continued low oil prices will push the fiscal account into deficit and keep the current account in deficit, before both accounts move into surplus in 2017

20 JANUARY

HUMONGOUS SHOWROOMJaidah Automotive recently opened Chevrolet’s largest standalone Mideast showroom

Qatar’s exclusive dealer of Chevrolet vehicles, Jaidah Automotive, recently opened its state-of-the-art new showroom at the newly built Jaidah Square on the Airport Road. The new showroom breaks a record for being the biggest standalone Chevrolet Showroom in the Middle East with the entire range of Chevrolet’s product lineup showcased under one roof.

With an impressive space of 3,300sqm, the showroom displays 33 Chevrolet brands with a unique zoning concept. Besides the US Ambassador to Qatar Dana Shell Smith, the opening was attended among others by several prominent Qatari entrepreneurs.

Jaidah Group Chairman Jassim Jaidah, Group Executive Director Mohamed Jaidah, Managing Director of General Motors Middle East Commercial Operations Markus Leithe and Chevrolet Middle East Regional Sales and Marketing Manager Abdallah Madhoun were among those present at the opening ceremony.

The new location comes as part of Jaidah Automotive’s ongoing expansion strategy, providing customers with an array of accessible, fully-equipped centres; this being one of the most conveniently accessible locations.

At the new showroom, the customers will have different zones to browse. Each zone will have a variety of vehicle trims and colours for customers to explore and choose from. That will include the base, full option and accessorised models.

The Adventure Zone, is for the adventurous customer, who would like to explore the options of customised pickup trucks, built for desert offroading and exploring Doha’s various desert activities with the powerful Silverado.

The SUV Zone is for the family-minded customer looking for a spacious SUV, loaded with the latest Chevrolet safety and technology features. These customers can

browse through the different Tahoe and Suburban models.

The Crossover zone features the new Chevrolet Trax, Captiva and Traverse, where customers can explore a wide range of models that suit their needs. Performance zone customers looking to explore their wild side can choose between the iconic Camaro or the award-winning new Corvette.

Passenger zone customers can choose class, comfort and much more from the wide selection of models available like; Spark, Sonic, Aveo, Cruze, Malibu and Impala.

The customer-waiting lounge also holds a children’s play area where the customers can leave their children while they tour the showroom.

The event saw a spectacular array of entertainment acts for the reveal of the showroom. The performances, including a music band, an aerial show, an acrobatic car show, a speed painter, and an electric violin duo, were very well received by the guests

AUTOMOTIVE — REPORT

21JANUARY

FOOD SERVICE — REGIONAL

GCC FOODSERVICE MARKET TO HIT $24.5 BILLION BY 2018Al Masah Capital report states that rapid urbanisation, tourism and high per capita income along with diverse offerings will boost regional markets

Al Masah Capital Ltd; the region’s leading investment firm recently observed that the food services sector continues to expand rapidly on the back of a flourishing economy, favourable demographics and steady rise in per capita income.

The investment firm had valued the GCC foodservice market at $18.8 billion in 2014 and has predicted a growth rate at CAGR of 6.8 per cent to reach $24.5 billion in 2018.

Saudi Arabia led the region, with total foodservice sales of $8.9 billion, accounting for nearly half of the GCC market. The UAE was the second largest contributor, with total sales of $5.3 billion generating 28 per cent share in the region, followed by Kuwait ($1.9 billion), Qatar ($1.3 billion), Oman ($1.1 billion) and Bahrain ($0.4 billion). Within the food services sector, fast food segment or Quick Service Restaurants (QSR) has emerged as the largest, accounting

for 58.2 per cent ($10.9 billion) of the GCC food services market in 2014, followed by Full Service Restaurant (FSR) at 31.5 per cent ($5.9 billion) and Café & Bakery segment at 10.3 per cent ($1.9 billion).

The Full Service Restaurant market (which includes fine and casual dining) is estimated at around $5.9 billion in 2014, nearly half of the QSR market. While the concept of fine dining is still confined to affluent

22 JANUARY

class and has not grown drastically in the last few years, the casual dining segment observed growth with the entry of new brands almost every year. Whereas, chained and specialist coffee shops are growing in popularity. In 2014, the Café & Bakery segment registered an annual billing of $1.9 billion, exhibiting strong growth during 2012-14, growing at CAGR of 3.3 per cent.

Speaking about the market research, Shailesh Dash, CEO Al Masah Capital said; “Rising population is one of the key drivers of food consumption. The rising flow of tourists to GCC has helped drive demand. As most major foodservices outlets are concentrated in the Tier I and II cities of the GCC countries, the rapid growth in urbanised population is expected to act as a stimulus to the growth in the food service sector. Additionally we have annual food festivals, exhibitions and shopping festivals held in the region that provide a boost for growth. However, given the high dependence on imports, securing a steady supply of food remains a key challenge for the GCC governments. Several steps undertaken by regional governments to improve the food supply are still at a nascent stage and are likely to improve the situation in the long term.”

Al Masah also reviewed factors affecting accelerated growth within the sector and stated an increase in competition, weak supply chain infrastructure, high rentals in prime commercial properties and shortage of skilled human capital as major issues. Whereas key emerging trends observed were changing consumer palates, influx of global F&B brands and growing demand for takeaway by way of mobile applications and online ordering. Investments and acquisitions were also indicative of a robust growth structure for this industry.

Highlighting Private Equity deals and acquisitions by PE companies in the GCC, the report revealed that PE activities in the foodservices industry gained momentum in the recent years. In January 2015, Saudi Arabia based Bateel International announced

a partnership with L Capital Asia, an Asian private equity fund sponsored by LVMH Moet Hennessy. Bateel is a homegrown brand in Saudi Arabia, known for its gourmet quality dates with market presence in 16 countries across Africa, Europe, Asia and the Middle East. In June 2015, Diamond Lifestyle Ltd, the F&B PE fund of Al Masah Capital announced the acquisition of the UAE-based Al Faris Restaurant. Al Faris Restaurant operates the franchise of California-

brand Johnny Rockets in the UAE, and holds the development rights in Oman.

Again in June 2015, Audacia Capital, a newly established investment bank licensed and regulated by the Dubai Financial Services Authority (DFSA), acquired a 30 per cent stake in Al Safadi, a chain of casual dining restaurants specialising in traditional Lebanese food, with plans for further expansion in the UAE and the GCC.

23JANUARY

Whereas in April 2015, the Abraaj Group, a leading investor operating in global growth markets, and TPG, a leading global private investment firm, announced the completion of an investment into Kudu, a Saudi Arabian restaurant group via a portfolio of five brands to span over 290 outlets. The deal is a first in the region for TPG, which manages about $65 billion of capital.

Recently in September 2015, The First Investor, the investment banking arm of Barwa Bank Group, acquired a 49 per cent stake in Shater Abbas Restaurants International Group. Established in Qatar in 1998 by Mr. Hussain Al Emadi, the Shater Abbas Restaurants concept features a variety of Persian and Gulf contemporary cuisine.

Putting forth facts on acquisitions within the foodservices sector, the report revealed that a total of 15 PE deals took place in the GCC during 2010-15, while GCC F&B groups were involved in 10 deals during the same period. Al Masah reckons that owing to the burgeoning growth in the GCC foodservice sector, several investors have turned their focus towards the industry to bolster its core strengths by building onto established core brands. Notably, UAE was the most attractive

destination within F&B Groups, accounting for six of the ten deals during 2010-15.

Al Masah’s report on GCC’s foodservices sector concluded stating that, according to IMF,

GCC’s economy is estimated to reach $2 trillion by 2020, with Saudi Arabia contributing $902 billion, followed by the UAE ($502 billion), Qatar ($269 billion), Kuwait ($196 billion), Oman ($81 billion), and Bahrain ($40 billion)

WWICS QATARWWICS is the world’s largest global resettlement consultancy group with a presence in five continents. It provides hassle-free solutions for all businesspersons, entrepreneurs and investors looking to settle/establish their businesses in the US, Canada, Australia, New Zealand, Europe and Caribbean countries.

“WWICS helps business persons and investors in not just filing their cases, but also getting their business plans evaluated and prepared as per the norms of the destinations countries of their choice. What makes the business programs worthwhile is the fast track process of getting Permanent Residency with relaxed qualifying criteria and reasonable investment”. Some of the fast-track business programes are as follows:• The USEB 5 Program is the best programme for getting a direct US green card.• Fast-track business programmes for Canada that offer a chance to get

permanent residency with family.• Business Innovation Stream and Investor Category programmes in Australia,

Entrepreneur Work Visa & Entrepreneur Residence Visa programmes for living in New Zealand.

• Attractive programmes for Hungary, Cyprus, Latvia & Bulgaria in Europe and Antigua & Barbuda, Dominica and St. Kitts & Nevis in Caribbean Islands.

Lt Col (Retd)BS Sandhu

Chairman & Managing Director

Mezzanine Floor, lBO Bank Building, Adjacent to HSBC Bank Building, Opposite New Quality Almeera, Airport Road, Ummughlina Area, Doha, Qatar, P.O. Box 200274Tel.: (+974) 70906653, 44850723 / 25 www.wwicsgroup.com

BUSI

NES

S PR

OFI

LES

— W

HO

IS W

HO

Salva NajmuddinAsst. Branch Manager

Abdul Rahman RazaBusiness Manager

24 JANUARY

EMPLOYEE BENEFITS — REGIONAL

BELT-TIGHTENING IN OFFING

Global human resources consultancy Mercer Middle East says in its 2015 Total Remuneration Survey Results that 2016 is set to be a year of fiscal prudence

with remuneration, benefits and compensation across the Gulf

2016 is set to be a year of fiscal prudence with regards to employee remuneration in the GCC, with caution being the key word, so says Mercer Middle East. The global human resources agency recently released its 2015 Total Remuneration Survey Results, with the annual report highlighting the drop in oil prices, the struggling financial market and regional political volatility as key factors that will see organisations across the region tighten their budgetary belts.

Nuno Gomes, Principal – Information Solutions Business Leader at Mercer Middle East, said: “There is no doubt that 2015 has seen one of the biggest shifts in economic momentum in the Middle East in recent years. The rapid decline in oil revenue, which has resulted from oil prices

falling from over $100 to less than $50 a barrel, is having a significant impact on the growth plans for businesses in the region”.

“This fall in petro-dollar income has led to cuts in government spending observed in the last three to six months, which is compounding the situation. Added to this are underperforming financial markets and regional conflicts, with the overall picture one that is subduing companies’ confidence and curtailing investment,” added Gomes.

Mercer Middle East’s 2015 Total Remuneration Survey reveals that salary increase forecasts for 2016 in the UAE and Qatar are now recorded at 4.9 per cent – a figure

25JANUARY

below 5 per cent for the first time in five years. In Saudi Arabia, the country in the region most affected by the sharp decline in oil prices, increases are expected to hover around 5 per cent, much lower than the traditional 6 per cent seen in the last few years.

Caution is also being witnessed with companies’ hiring intentions, which have considerably declined over the past year. In 2014, 71 per cent of organisations interviewed for the survey stated they planned to increase headcount in 2015, but when asked the same question earlier this year, only 57 per cent declared plans to increase personnel during 2015. In Saudi Arabia, the decline was from 79 per cent to 66 per cent.

“It is clear that 2016 is likely to be characterised as being a year of

changes that will simplify their compensation structures and policies, with the most common approach being the consolidating of guaranteed allowances. The organisation says that this phenomenon reflects the increasing pull of the region as a career or life choice, with a concomitant higher value placed by expatriates on monthly pay, irrespective of its form.

“One clear trend observed in Mercer Middle East’s 2015 Total Remuneration Survey was an increase in the consolidation of allowances, which we recorded as being at 19 per cent, with predominantly housing and transportation being bundled. The prevalence was 13 per cent last year and 9 per cent in 2012. This doubling of the practice in just three years is something we attribute to

have a pension scheme in the form of a savings plan, a differentiating factor for organisations seeking positive attraction and retention outcomes. In reference to the second, the poll found that 51 per cent of organisations say they offer flexible working hours to their employees, a small increase from 49 per cent in 2014 and 46 per cent in 2013.

“Pension plans are likely to become more important for employees in the coming years and we anticipate that companies will start to adopt of formal schemes as opposed to the savings plans that we are currently seeing. When we look at flexible working, these are policies that always land well with employees in the UAE, as they cater for the diverse workforce found in the country,” said Gomes.

Mercer Middle East’s (TRS) Total Remuneration Surveys cover all forms of cash and non-cash compensation elements, for over 1,000 benchmark jobs. Across the Middle East and North Africa over 1,600 unique organisations representing almost 250,000 employees were surveyed in 2015. The poll highlights compensation trends from top executives to the administrative level and is conducted in more than 120 countries globally

Nuno GomesMercer’s Information Solutions

Leader for the Middle East

restrictions, caution and a focus on improved efficiency from an HR, compensation and benefits perspective. Companies are looking to introduce new and interesting approaches to rewards, and benefit from the macro-economic environment to make necessary or desirable changes,” said Gomes.

Mercer Middle East, reports that many organisations are using the current economic climate to make

the modern generation of expatriates seeking similar remuneration structures to those found in their countries of origin,” commented Gomes.

Other interesting information to emerge from Mercer Middle East’s 2015 Total Remuneration Survey concerned pension arrangements and flexible working. With regards to the first, the survey found that 10 per cent of companies in the UAE

26 JANUARY

ROUNDUP — ENERGY

WINNING ACCOLADES FOR EFFICIENCYThe energy sector buzzed with the news of Barzan gas project’s start in 2016, big strides taken by Qapco in energy efficiency and also Qatargas’s winning of GCC Environment Award for compliance with regulations

Qatar expects to start operations at its Barzan gas project in 2016 with full output the following year, the Ministry of Development Planning and Statistics said recently. The $10bn project was originally expected to come online in 2014 and will serve Qatar’s own growing energy needs.

“Hydrocarbon output will get a boost from Barzan, a new pipeline gas production facility scheduled to come on stream in 2016 and reach full capacity in 2017,” the ministry said. “Output from Barzan and an expected recovery in condensate production in 2017 should help to lift aggregate GDP growth above 2015’s in both 2016 and 2017,” it said.

The ministry also said the Ras Laffan 2 condensate refinery is expected to come on stream in the fourth quarter of 2016.

Qapco energy efficiencyQapco recently won the Emirates Energy Award (EEA) for energy efficiency in the public sector category. Qapco Managing Director and CEO, Dr Mohamed Youssef al-Mulla said the Qatar-based petrochemical major achieved significant progress on its environmental performance since

2011 thanks to “strategic investments in highly efficient machinery” and its commitment to “sustainability”. Dr al-Mulla received the award at a ceremony held in Dubai.

For Qatar, the world’s largest exporter of liquefied natural gas, preparing for a looming glut of the fuel isn’t about being the biggest seller. It’s about being the most efficient.

Global LNG output is expected to rise by a third to about 330mn metric tonnes annually by 2018, according to Sanford C Bernstein & Co. Most of the new fuel will come from the US and Australia, which is poised to overtake Qatar as the biggest supplier. Unlike Saudi Arabia, the largest oil shipper, Qatar won’t be fighting for market share at the expense of earnings.

HE the Minister of Environment Ahmed Amer Mohamed al-Humaidi presents the award to Qatargas CEO Khalid bin Khalifa al-Thani.

27JANUARY

Instead, Qatar will continue as one of the most profitable LNG sellers by taking advantage of the industry’s lowest production costs and a control over supply routes that lets it redirect LNG quickly between continents to exploit opportunities, said Ibrahim Ibrahim, Vice Chairman of Ras Laffan Liquefied Natural Gas Co, known as RasGas.

“A lot of people have gas, but we have an integrated project,” he said in a recent interview in Doha. “We are not trying to maintain a leadership role.”

Qatar faces a challenge similar to the one Saudi Arabia has grappled with in oil markets, as competitors take market share and drive down prices, according to a November 13 report by the Arab Gulf States Institute in Washington, a research centre.

Prices for LNG delivered to Asia have plunged more than 60 per cent from a record in 2014. Buyers such as Tokyo Electric Power Co and South Korea’s Chubu Electric Power Co are seeking better terms.

Recently RasGas agreed to cut the price of gas it supplies to Petronet LNG Ltd by almost half from under an existing 25-year contract with India’s biggest gas importer. Under the revised terms, Petronet will pay RasGas $6 to $7 per million British thermal units, compared with about $13 earlier, India’s Oil Minister Dharmendra Pradhan had told reporters in New Delhi. A penalty for taking less-than-contracted volumes last year amounting to about Rs 120bn ($1.8bn) on Petronet was also waived by RasGas, Pradhan said.“Most of the long-term prices will expire around 2020,” Chung Yangho, South Korea’s Deputy Minister of Energy and Resources Policy, said. “If the oversupply continues, we hope to see there will be less rigid market conditions.”

Qatar shipped 76.4mn tonnes of the fuel in 2014, or 32 per cent of global supply, according to the International Group of Liquefied Natural Gas Importers.

“Spending billions to build new LNG plants doesn’t make sense as new

supplies come online,” said Allison Wood of consultants Control Risks Group Ltd. “The fact that Qatar owns the value chain from start to finish allows it to have a level of efficiency that is going to be tough for other producers to match.”

Instead of fighting expanding US producers head-on, Qatar has joined them. It has a 70 per cent stake in Golden Pass Products, a venture with Exxon Mobil Corp that’s seeking US regulatory approval to export from Texas. Qatar is already the biggest provider of LNG on the spot market, a departure from its traditional focus on long-term contracts.

Qatargas wins Award Qatargas recently won the Gulf Co-operation Council (GCC) Environment Award for 2015 in the “Best Industrial Establishment that Complies with Environmental Regulations and Standards” category. Qatargas was a joint winner in this category along with Bahrain’s Gulf Petrochemicals Company. The award follows a series of regional and international

Qatar will continue as one of the most profitable LNG sellers by taking advantage of the industry’s lowest production costs and a control over supply routes that lets it redirect LNG quickly between continents to exploit opportunities, said Ibrahim Ibrahim, Vice Chairman of Ras Laffan Liquefied Natural Gas Co, known as RasGas.”

28 JANUARY

recognitions Qatargas has received recently for its strong performance in areas related to environment and sustainability.

The GCC Environment and Wildlife Award is one of the most prestigious recognitions in the region aimed at encouraging individual and collective initiatives undertaken to preserve the environment and wildlife, inspiring innovation and creativity to contribute towards sustainable development while raising awareness on key environmental topics in the GCC states.

In a ceremony held in Doha recently, HE the Minister of Environment Ahmed Amer Mohamed al-Humaidi presented the award to Qatargas CEO Sheikh Khalid bin Khalifa al-Thani. Also present on the occasion were GCC Secretary General Dr Abdul Latif bin Rashid al-Zayani and senior officials from the ministries of environment of GCC states.

Qatargas participated in the award with an exhaustive report on its environmental performance listing the measures taken by the company in complying with all the relevant international and local environmental regulations and guidelines.

Qatargas’ approach to environmental management is aligned with the Qatar National Vision 2030 objective of sustaining the environment for our future generations. Qatargas continues to promote the use of state-of-the-art solutions to further improve the environmental performance of its production facilities.

The company’s key environmental focus areas have been compliance, flare reduction, GHG and air emissions management, wastewater recycling and reuse and waste management. Environmental awareness and environmental data management were added to these focus areas in 2014. Compliance with Qatar environmental regulations and international conventions ratified by Qatar is fundamental to Qatargas’ business. Every year, the company maintains

compliance with its Consent to Operate (CTO) environmental permits issued by the Ministry of Environment and received two new CTOs in 2014 for its Diesel Hydrotreater (DHT) and Jetty Boil-off Gas Recovery (JBOG) facilities. Qatargas now has 13 active CTOs, renewed on an annual basis and each with extensive compliance, monitoring and reporting requirements.

Qatargas LNG cargoFor the third time in 2015, Qatargas had “safely and successfully” delivered a Q-Flex liquefied natural gas cargo between multiple ports for a single customer. This innovative method of delivery sets a new benchmark against the established industry practice of loading a single cargo for delivery to a single location.

In March, Q-Flex vessel ‘Al Safliya’ delivered a single cargo split between the UAE and India. In August, Q-Flex vessel ‘Al Aamriya’ delivered a single cargo split between the Chinese terminals of Fujian and Tianjin.

In December, Q-Flex carrier ‘Duhail’ delivered the third single cargo split

between the Chinese terminals of Zhejiang and Tianjin.

Qatargas Chief Executive Officer Khalid bin Khalifa al-Thani said, “Through the hard work and dedication of the Qatargas Commercial and Shipping Group, we have achieved another milestone in our commitment to being the world’s premier LNG Company. The multi-port delivery initiative demonstrates Qatargas’ unique capabilities to meet and exceed its customers’ needs and is once again leading the industry in providing new and innovative LNG supply chain solutions.”

This latest LNG supply chain innovation illustrates Qatargas’ continued efforts to promote increased efficiency and the optimisation of business practices.

Qatargas’ optimal utilisation of the world’s largest chartered LNG Fleet comprising of some 13 Q-Max, 19 Q-Flex and 11 conventional vessels, along with a strong global reputation for safe and reliable operations, uniquely positions Qatargas to support its global customers in an ever changing market

A night view of the RasGas LNG facilities at Ras Laffan

29JANUARY

E-SECURITY — INTERNATIONAL

ONE STEP AHEAD OF THE FRAUDSTERWhat you can do to protect yourself from card fraud in 2016

Most likely your new credit or debit card is equipped with a microchip. This EMV chip technology is intended to help reduce debit and credit card fraud.

Chip-enabled cards store the same basic information that’s already in the magnetic strip on the back of your card, such as the card number and expiration date. They add a layer of fraud protection by producing a single-use code to validate every transaction. While EMV technology is intended to reduce card fraud, it’s still important to be aware of how fraud happens, what you can do to prevent it and what your card-issuer does to help protect you.

Chase Consumer Branded Cards offers some tips to help you stay alert to fraud while you shop in the New Year:

• Keep your contact information, including phone number and email address, up-to-date so the card issuer can contact you quickly if they detect signs of fraud on your account.

• Review your card agreement to be sure you understand what anti-fraud measures the issuer takes. For example, Chase uses specialised monitoring tools to keep an eye on your account 24/7.

• If your card company or bank offers it, sign up for ac-count alerts to monitor your finances and keep your

accounts safe. Most issuers will allow you to choose to be alerted to any unusual account activity via text, email or phone call.

• Review your statements every month to ensure all charges are accurate and authorised by you. If you spot a charge you don’t recognise, contact the card issuer or bank immediately. With the shift to greater use of EMV technology, if fraud occurs on your account and you have a chip-enabled card, the merchant will be responsible for the costs in most situations.

• Monitor your credit reports.

• Opt for secure paperless billing. Theft of paper docu-ments, such as from your mailbox or trash, is still a top way fraudsters obtain information. By going paperless, you eliminate an opportunity for someone to steal your statement and get your account information.

• Switch to secure online or mobile payments to help pro-tect your account information.

• When using your card in a store, never allow the card out of your sight. If you have to enter a PIN number to use the card, be aware of who’s standing around you and shield the keypad from view when you type in your PIN

Courtesy: BPT

30 JANUARY

STOCK REVIEW

QSE INDEX DROPS DRAMATICALLYThe Qatar Stock Exchange plummeted over 700 points in four weeks, reflecting the weak sentiments in view of the drop of oil price below $30 a barrel

During the four-week period between December 21, 2015 and January 14, 2016 lost over 720 points with very few signs of immediate recovery. On the very first day of the review period, mid and large-cap equities witnessed corrections, leading the Qatar Stock Exchange to open the week with a marginal seven points fall.

Selling in the consumer goods, transport, industrials and banking sectors masked buying interests in telecom, insurance and real estate stocks that the QSE index lost 0.07 per cent to 9,906 points. Domestic institutions’ buying support weakened and local retail investors’ net selling strengthened in the market.

On December 22, retail investors’ strong buying interests propped up the bourse, which gained 269 points to cross the 10,100 mark with ease, in the wake of a new margin trading mechanism that is being introduced.

More than 95 per cent of the stocks extended gains and capitalisation saw an increase of about QR13bn as the QSE index surged 2.71 per cent to 10,174.8 points. An across-the-board buying — particularly in the

telecom and real estate sectors — was seen in the market.

The next day buying support from domestic as well as foreign institutions extended the bullish run on QSE to the second day and its key index gained 42 points to cross the 10,200 mark. Although decliners outnumbered the movers, the index added another 0.42 per cent to 10,217.19 points.

Buying interests in the real estate and banking counters helped sustain the positive momentum in the market, which was, however, down. Large-cap equities were high in demand in the bourse, where overall volumes more than halved.

The bourse continued to be under bullish momentum on December 24 with the index gaining 42 points, mainly lifted by telecom, insurance and industrials stocks. Local retail investors turned marginally bullish and there was increased net buying support from non-Qatari individual investors as QSE Index added another 0.41 per cent to 10,258.72 points.

Gulf institutions also exhibited increased net buying in the market. Micro-cap equities were high in demand at the bourse, where overall volumes expanded. However, foreign and domestic institutions turned bearish and the buying support of Gulf retail investors weakened in the

31JANUARY

bourse, where industrials, consumer goods and banking sectors dominated the trading ring as their stocks accounted for about 67 per cent of the volumes.

When the bourse opened the following week on December 27, the market rose 0.4 per cent in modest volumes as international portfolio managers were largely absent because of the year-end holiday season. Gulf International Services jumped 2.6 per cent and was the bourse’s most heavily traded stock.

The next day buying interests – especially in the insurance, industrials and telecom stocks – extended the bullish run in the Qatar Stock Exchange for the fifth straight session and its key index gained 95 points to inch near the 10,400 levels. Local retail investors turned net buyers as QSE index gained 0.92 per cent to reach 10,397.36 points.

ITQ

QGS DIGITAL

ITQ’s Western and Qatari led team of multi-national IT professionals have been working with companies in Qatar for over seven years and have more than 15 years of international experience.

Small to Medium Enterprise’s (SME’s) play a vital role in achieving the Qatar National Vision 2030 and it is our belief that Qatari businesses will continue to become more reliant on technology. Our goal at ITQ is to provide enterprise-level IT practices and cost-effective solutions to the SME sector.

ITQ Services include:• Fully Managed IT and Consultation• On Demand IT Support• 24/7 for Business Critical Events• Cloud Services including Virtual

Servers and Data Backup solutions• Website Development, Social

Media Management and SEO

Our DOHA HEAD-STUDIO, consists of passionate designers and 3d artists with a broad technical know-how and software knowledge. With our City of LONDON SATELLITE STUDIO, our team is exposed to the world’s most vibrant creative culture – a unique asset, with an obvious benefit to our Creative And Corporate Clients.

All aspects of our productions are undertaken completely in-house in Doha, using professional techniques and equipment, but without the expensive costs normally associated with it.

In line with Qatar’s rapid growth in construction to meet the goals of the QNV2030 and the FIFA World Cup 2022TM we also work with the Construction Industry.

950

Ibn

Seen

a St

reet

, Al M

unta

zah,

P.O

. Box

225

21, D

oha,

Qat

arTe

l.: (+

974)

443

1 28

26, M

ob.:

(+97

4) 3

312

9978

,U

K m

obile

: (+4

4) 7

973

550

962,

Em

ail:

rob.

vale

nta@

qgs.

glob

al,

Skyp

e: v

alen

ta45

, ww

w.q

gsdi

gita

l.com

PO B

ox 2

2521

, Doh

a, Q

atar

, Tel

.: (+

974)

443

6 41

89, M

ob.:

(+97

4) 3

302

6224

Emai

l: in

fo@

itq-q

atar

.com

, jhm

@itq

-qat

ar.c

om, S

kype

: Jus

tin_m

urra

y, w

ww.

itq-q

atar

.com

BUSI

NES

S PR

OFI

LES

— W

HO

IS W

HO

Justin MurrayManaging Director

Rob ValentaCreative Director

Increased buying support from Gulf institutions also helped the market. Small and mid-cap equities were high in demand in the bourse, where overall volumes expanded. However, domestic institutions turned bearish and there was increased profit-booking by their foreign counterparts in the bourse, where the industrials, telecom and banking sectors dominated the trading ring as their stocks accounted for more than 70 per cent of the volumes.

QSE largely treaded a flat path on December 29 despite more than 76 per cent of the traded stocks losing value. Local and foreign retail investors as well as Gulf institutions turned net profit takers as the index was up mere 0.38 points to 10,398.33 points.

Buying interests in the banking and transport sectors was to a great extent contained by selling pressure — especially in the insurance, consumer goods and real estate — in the market. Large cap equities were seen high in demand in the bourse, where overall volumes declined as large institutional investors are away on holidays.

The Qatar Stock Exchange gained 37 points to cross the 10,400 mark on December 30, mainly on the back of buying support from local retail investors. Buying was seen stronger particularly in the telecom, consumer goods, real estate and banking counters as the QSE index rose 0.36 per cent to 10,435.67 points. The Gulf individual investors also turned marginally bullish and there was lower net selling by their non-Qatari counterparts in the market.

Local retail investors’ strong profit-booking on December 31, 2015, led the bourse to fall six points but by then overall it had lost more than 15 per cent against 2014. The real estate and insurance

counters witnessed some brisk selling as QSE index fell a marginal 0.06 per cent to 10,429.36 points.

Gulf individual investors and foreign institutions were also seen bearish and there was increased net profit booking by non-Qatari retail investors in the market. Small cap equities saw larger selling pressure in the bourse, where overall volumes expanded, mainly on transport and realty stocks.

On January 3, the Qatar Stock Exchange opened the new year with a big fall of 116 points as domestic institutions turned net sellers. Profit-booking was intense – especially in the industrials, telecom and transport sectors – as QSE index fell 1.11 per cent to 10,313.74 points.

Micro and large-cap equities witnessed larger selling pressure in the market with industrials, banking and telecom sectors together accounting for about 72 per cent of the total trading volume. However, local, Gulf and foreign retail investors as well as foreign institutions turned bullish in the bourse, where the overall trading volumes were on the decline.

The knee-jerk reaction of investors to the Saudi Arabia-Iran standoff cast a spell on the bourse on January 4 as it lost a sizeable 272 points to settle a tad above the 10,000 mark. An across the board selling – particularly in the real estate, banks and telecom sectors – caused the QSE Index to plunge 2.64 per cent to 10,041.7 points.

Global sentiments were also fragile due to weak Chinese manufacturing data, which pulled down the markets across the world. Local retail investors’ net buying weakened and non-Qatari retail investors and

institutions turned bearish in the market.

Increased net profit-booking by local and foreign institutions on January 5 led the QSE to fall 82 points to settle below the 10,000 mark. About 67 per cent of the traded stocks were in the red as the QSE index shed 0.82 per cent to 9,959.67 points.

Banks and realty counters witnessed the maximum selling pressure in the market. The bearish outlook of Gulf individual investors also had its role in dampening the market, where real estate, banking, industrials and

32 JANUARY

telecom sectors together accounted for about 86 per cent of the total trading volume.

In a show of resilience, on January 6 QSE gained 111 points, after four consecutive days of fall, to cross the 10,000 mark, mainly lifted by telecom, real estate and banking stocks. Robust net buying support from foreign institutions led the QSE index to gain 1.12 per cent to 10,070.89 points.

More than 64 per cent of the traded stocks extended gains in the market. However, there was increased net selling by domestic institutions and lower buying by local retail investors in the bourse, where banking, real estate and industrials sectors together accounted for about 70 per cent of the total trading volume.

Oil prices’ fall to a 12-year low and increasing geopolitical tensions led to the bourse plunging 304 points on January 7 and losing QR15bn in capitalisation. An across-the-board-selling, particularly in the real estate and insurance sectors made the index plummet 3.02 per cent to 9,767.22 points.

The steep correction in the bourse also reflects the turmoil in the global markets due to a higher-than-expected depreciation of the

QATAR POLYMER

EASTCREATE

Qatar Polymer is Qatar’s leading manufacturer and exporter of Polypropylene Woven Bags/Sacks. The Company has its own manufacturing plants spread over area of 32,000 square metres with latest machineries and skilled manpower. Qatar Polymer supplies bags/sacks to its esteemed customers spread across Europe, Africa, MENA and GCC regions.

Qatar Polymer’s vision is to be a global GCC leader in the field of woven based products in multi-faced applications. We will achieve the same through the in-depth knowledge in polymer processing and best manufacturing practices. We will augment our state of the art manufacturing processes with innovative product applications to increase the future sustainability and growth for the company.

Eastcreate is an award-winning Qatari design and publishing agency with over ten years of experience working in Qatar for major LNG, energy and creative companies.

We bring a wealth of creative inspiration from the most innovative and experienced minds in Europe and Qatar. With over 30 years’ experience in the marketing services industry, we have produced outstanding work for our clients in both Europe and the Middle East. Our expertise includes:• Brand development and design• Editorial and production services• Corporate magazines • Sustainability reporting • Corporate celebration books• Art catalogues and programmes• Brochures and newsletters• Website and digital publishing

P.O

. Box

331

95 ,

Doh

a, Q

atar

, Tel

.:974

444

2125

0 / 4

0372

463

Fa

x: 4

4438

963,

Em

ail:

info

@qa

tarp

ac.n

et, s

ales

@qa

tarp

ac.n

et

ww

w.q

atar

pac.

net

950

Ibn

Seen

a St

reet

, Al M

unta

zah,

PO

Box

225

21, D

oha,

Qat

arTe

l.: (+

974)

442

7 21

71, M

ob.:

(+97

4) 3

387

1504

,U

K m

obile

: (+4

4) 7

909

960

716,

Em

ail:

anth

ony.

denn

y@ea

stcr

eate

.net

, Sk

ype:

ant

denn

y, w

ww

.eas

tcre

ate.

com

BUSI

NES

S PR

OFI

LES

— W

HO

IS W

HO

Anand SalianGeneral Manager

Anthony DennyManaging Director

Chinese currency. More than 88 per cent of the traded equities were in the red in the market.

On January 10, the bourse opened the week weak as its key index fell 93 points to settle below the 9,700 mark and capitalisation eroded by QR6bn on lingering concerns over low oil prices, geopolitical tension in the region and the Chinese currency’s devaluation.

33JANUARY

34 JANUARY

Weaker buying support from local retail investors was instrumental in dragging QSE Index 0.96 per cent to 9,673.9 points. The banking, consumer goods and industrials counters witnessed higher-than-average selling pressure in the market.

The bearish grip of non-Qatari individual investors also played their part in dampening the bourse, where turnover was also on the decline. Market capitalisation eroded 1.12 per cent to QR514.6n with large, small and micro mid-cap equities melting 1.58 per cent, 1.42 per cent and 0.61 per cent respectively.

Increased net profit-booking by foreign institutions masked the robust buying support from local retail and institutions that the Qatar Stock Exchange on January 11 lost a marginal two points. Notwithstanding the buying interests in the industrials and banking counters, QSE Index was down 0.02 per cent to 9,671.86 points.

Insurance, real estate and consumer goods were seen the prime shakers in the market. The Gulf institutions

were mostly net sellers in the bourse, where trading turnover doubled.

On January 12, the oil price plunge had a knock-on effect on QSE, dragging it down 195 points to settle below the 9,500 mark. An across the board selling — particularly in the transport, consumer goods and industrials counters — caused the QSE index to plummet 2.01 per cent to a 27-month low of 9,477.09 points.

Lower buying support from local and Gulf retail investors as well as domestic institutions were instrumental in dragging the market. Non-Qatari individual investors turned bearish and there was also higher net profit booking by Gulf institutions in the bourse, where trading turnover was on the decline.

Severe correction, particularly in the banking and consumer goods stocks, on January 13 led the Qatar Stock Exchange to lose another 77 points to settle a tad above the 9,400 mark. Domestic institutions turned net sellers and there was reduced buying support from local retail investors as QSE index fell 0.76 per cent to 9,405.38 points.

There was also lesser buying support from Gulf individual investors in the market. However, Gulf institutions turned bullish and there was lower selling pressure from foreign institutions in the bourse, where trading turnover was on the upswing.

On the last day of the review period, January 14, the bourse plummeted 220 points and the QSE index settled below the 9,200 mark, reflecting the weak sentiments in view of the drop of oil price below $30 a barrel. Severe correction, particularly in the consumer goods, telecom, real estate, transport and industrials stocks, led the QSE index to plunge 2.34 per cent to 9,185.12 points.

Institutional investors were mainly responsible for the overall bearish sentiments in the market. Non-Qatari individual investors’ bearish outlook also abetted the decline in the bourse, where trading turnover increased. Market capitalisation eroded 2.08 per cent, or more than QR10bn, to QR489.93bn with micro, mid, small and large-cap equities melting 4.97 per cent, 3.01 per cent, 2.98 per cent and 1.83 per cent respectively

35JANUARY

WORK PLACE — INTERNATIONAL

TAKE BACK YOUR DAYThe four-step plan to make your day more efficient

Remember free time? You used to have so much of it. But these days, work and family obligations have you running around constantly and you don’t know what to do first. You don’t even have time to do everything you have to do, let alone what you want to do.

So how do you take back your day? How do you find the time to get things done and bring back some semblance of order? It is possible if you focus on making yourself more efficient. To help you accomplish all of your goals and find some free time as well, here are four ways you can improve your efficiency every single day.

• Make a plan. When you’re running through your list of daily obligations the morning of, it’s easy to forget a thing or two, especially if you have children running around, phones ringing or dogs barking to distract you. Instead, plan out the upcoming day the night before. Make a list of everything you have to do and check these items against one another. Can two trips be combined? Are you prioritising the most important things first? The better you can plan out your schedule, the more organised you’ll be the next day.

• Get the news and information you need ASAP. You are bombarded by digital content every day and some of

it is really important – but who has time to sift through it all? To help you find the information you need as quickly as possible, Fresly LLC launched a new app, iNews Photo. Whether you are on the go, or gathering news in your office this application allows you access to global and local news curated in real time by a former journalist directly to your mobile phone or on a larger screen.

• Set priorities. You don’t have time to do it all and maybe you don’t have to. Sit down and make a list of every social or professional group and obligation you belong to. Once you’ve made the list, look at it and ask yourself honestly how important this obligation is to you or your family. If you find the obligation is not essential, you’re better off to abandon it and save your time for the responsibilities that are more important to you.

• Limit multitasking. Many people look to multitasking as an efficiency solution, but doing several things at once means it takes longer to accomplish any one task. And when the first task is completed, the result is often poorer because of it. Instead of trying to do several things at once, focus on the most important thing, accomplish it and move on

Courtesy: BPT

36 JANUARY

CONSTRUCTION

IT’S JUST NOT TENNISJon Sanderson and Matthew Schofield of Quantum Qatar feel that to some degree construction can be aligned to tennis

You may recall that we (Jon Sanderson and Matthew Schofield) have been drafted in after Steve Beaumont’s multi-million dollar transfer to Dubai! May we firstly thank Steve for all his articles over the last year and hopefully we can carry on his good work by filling his large shoes and do the article justice and most importantly keep you the readers interested!

Matthew and I have decided that a joint article is a worthy prospect and we have opted to follow a sporting theme for our construction articles for the next year based upon the current sporting events in Qatar for each month’s edition of the Business@Qatar magazine. As you may know the Qatar ExxonMobil Open Tennis has recently been held at the wonderful Khalifa International Tennis and Squash Complex and we hope you managed to see some matches during the tournament. In life, sport follows a very similar path and that set us thinking that to some degree, construction can be aligned to sport and more specifically to this month’s sporting event in Qatar, tennis.

Now, if before we consider the main players of a tennis game and establish who is similar to each other in this situation, it may be best to first consider that the tennis

court itself is somewhat akin to the contract between the parties of a construction contract, it is the arena where the event will take place and where the “battle” commences. As you may realise not all contracts are battles, however this entirely depends upon the quality of the players and a whole host of other matters that will come together and influence the outcome and ultimately the result.

Let us now consider the parties to the contract; they in our review represent the players, the employer versus the contractor so to speak. Both with potentially different objectives, one to have a nice shiny new building or structure built for the lowest cost possible and the other who wants the same thing but wants to arrive at this result being as lean and cost-effective as possible to earn a profit and thus providing a good result. Both players need to use the contract (the tennis court) and stay within its boundaries in order to achieve their “win”. If the truth be told, in most instances neither will ultimately feel completely satisfied with the outcome and feel they could have played the game better by the end, however the result will stand.

The game also relies upon the rules as set out and known by the players and these rules are enforced by the umpire who we shall consider as the engineer. The umpire is impartial and should reach his decisions based on the information at hand and arrive at a fair determination you would hope … and not give another player the “advantage!!” Let us now consider the ball which is being played back and forth by the players.

It is fast and furious and can be likened to correspondence in an escalating situation under a construction contract. The umpire needs to watch the details of the correspondence and decide who, in all likelihood, is correct. Relevant correspondence directed correctly and timeously, like an “ace” can help in winning the point or

37JANUARY

even the game, sometimes it is better to play a slower stroke and achieve a lob rather than a long rally of correspondence, which ultimately leads to fatigue!

What about the ball boys I hear you cry! Consider these as the quantity surveyors / commercial teams collecting the balls (correspondence) and throwing them back for use in the game. Ultimately without the balls the game cannot be played and both sides will fail in their attempts to be successful in the match. As we know correspondence plays a key role in the success of construction projects and the use of correspondence coupled with the correct record-keeping can ultimately mean success or failure for either party, and bring the score to “deuce”.

So we reach the end of the game, a result is arrived at. One winner and one loser, but we always have the possibility of a rematch! In any sport certain players fare better against certain others and prefer to play against certain opposition, however the key is to learn the lessons that arise from the game , dust yourself off, train harder, learn the lesson and do it better next time. It has been said that life is like a sport, sometimes ‘it is game, set and match” you win, sometimes you lose, but the game always goes on!

Writers’ biographiesJonathan Sanderson and Matthew Schofield are Associate Directors at Quantum Global Solutions (QGS) and members of the Royal Institute of Chartered Surveyors (RICS) and Chartered Management Institute (CMI) respectively. Collectively, Jon and Matt have over 40 years of practical experience working on major local, regional and international construction projects including project management and dispute resolution. QGS is acknowledged as one of the leading management consultancies dedicated to serving the interests of national and international construction and engineering organisations.Jon Sanderson (left) and Matthew Schofield

38 JANUARY

HR POLICIES

AN EYE ON THE EMPLOYEER. Ramesh examines how privacy-security balance can be maintained at the workplace

Safeguarding the company’s interest is the topnotch priority of any organisation. Though a reasonable concern, experts say it should not come at the cost of employee privacy and independence.

Human resource directors increasingly accept the fact that activities like eavesdropping at the workplace and curbing employee privacy may lead to employee dissatisfaction.

It is believed that each human being has his/her own privacy rights and when the company practices interfere with those, it may have an adverse effect on the employee performance and can also lead to aggression.

Hoshedar Cooper, Associate Partner of a business consulting firm, says while the company is within its rights

to protect sensitive data over which it has intellectual property rights, there should be procedures and processes in place duly communicated to the employees so that the expectations of both the company and the employees know their respective places.

Recently, an employee complained about a manager, who checked both the official and personal mail of all employees under the pretext of safeguarding the company’s interests. Asked about his opinion on such instances, Cooper says that the company could have informed the employees that personal emails are not to be accessed at work and as a result of that may not permit email services such as Google or Yahoo to be opened on company-owned computers or whilst the employees are in the premises of the company.

“If the instance was an isolated one and the employee was under suspicion despite all the policies and procedures in place for sending out sensitive information, the company may have some ground to check the mail but I am sure some legal procedure may be required.”

He, however, feels that this is not an excuse for the manager to go peeking into the personal emails of the employees.

“This is not a standard and acceptable practice. Just out of curiosity how did the manager get the password to the email account? Or was the employee asked to open the mail and the manager went through the mail box? And what if the email with confidential data had been sent by the employee and then the sent mail record is deleted? How would

39JANUARY

Policies and principles differ from company to company and thus in most organisations it is viewed as justifiable for the employers to monitor Internet usage by their employees as this is considered strictly for professional use.”

the manager/company address such a situation?” On the question of eavesdropping at the workplace, Cooper stresses that it depends on how one defines “eavesdropping.” For instance, in an exchange company where all employees manning the currency desks are under camera surveillance for safety of both the employees and its clients, this cannot be construed as eavesdropping.

But if the cameras are installed in washrooms and other common areas such as dining rooms then it could be interpreted as eavesdropping. Similarly, checking of corporate mail is not considered as eavesdropping.

“Employees are not expected to use corporate mail for personal use and consequently if the corporate mail of

an employee is under scrutiny by the management, it is well within its rights. It is the responsibility of the company and the management to maintain and protect the privacy of the personal data of the employees and not just restrict to the remuneration details,” elaborates Cooper.

Ravi S. Shankar, CEO of Fish People Consulting, feels the increased use of technology in the workplace has created new concerns for both employers and employees in the area of privacy.

There are good reasons why an employer might wish to collect information about their employees. This can be for monitoring performance, guarding trade secrets, to avoid liability for certain wrongs (for instance, in harassment and discrimination cases, employers are

typically held liable for acts done by their supervisory employees, regardless of whether or not the employer was aware of the harassment) etc.

“Let us also remember that since many courts have considered even electronic communications sent through company mail server to be employer authorised, employers also have an interest in monitoring electronic communications to avoid liability,” Ravi Shankar points out.

The solution or at least a reasonable workaround is for the employer to have a clearly defined privacy policy, the policy should be as specific as possible by including what types of monitoring will be used, how frequently monitoring will occur, and what purpose the employer hopes to accomplish through the monitoring.

40 JANUARY

“In such a situation the employee’s expectation of privacy is avoided at least as courts have currently interpreted the law. The policy should be disseminated to all employees and agreed to by them as well,” says Ravi Shankar.

Dr Nadir Ali Kolachi, Associate Professor, Chair-Research Committee, Skyline University College, Sharjah, asserts that an organisation has a right to check emails in order to safeguard its interests.

“Organisations can only check if there is any secret divulged to the competitor or anything related to the reputation of the organisation that may be damaged or somebody misinterpreting the actual conversation of boss or divisional heads. Such emails can be checked as per policy,” he says.

“But organisations should avoid trivial issues like somebody browsing job-related posts or any conversation with friends or close colleagues.”

Dr Nadir is against eavesdropping at the workplace. “This should be avoided. Human beings usually talk about one another. Listening

to others’ conversations can only enhance negative behaviour, but bring no improvement in the company.”

Policies and principles differ from company to company and thus in most organisations it is viewed as justifiable for the employers to monitor Internet usage by their employees as this is considered strictly for professional use.

“However, I personally feel that first of all, the accessibility to Internet sites in the work places should be blocked and there should just be a main work system which can be given access to use Internet and personal e-mails under supervision,” avers HR professional Akanksha Vij.

She says there are definite chances of misuse as well with the usage of Internet during work hours, as the organisation’s confidential information may be stolen.

“There are organisations that give access to the employees for using Internet and personal e-mails. If this is being followed with respect to their policies, it is certainly not professional on the employers’ part to pursue eavesdropping,” she argues, adding

that the employees must be informed about being inspected during their work hours for the benefit of the organisation.

“Personally, an employer or manager has no right to breach the privacy of employees – and checking personal emails under the pretext of protecting company interests is stretching it too far,” insists S. Punyamurthy, head of a media company.

“This is a violation of one’s basic fundamental rights. While employers are normally within their rights to monitor employees’ work e-mail, checking personal emails are a big no-no. Though there will be points and counterpoints, and the legal implications vary from case to case, the best way to work around this issue is that the employees should not check or send personal emails from the work computer or company-owned devices,” he elaborates.

The majority voice seems to be veering towards the view that companies can take steps to protect confidentiality, but not beyond a line that intrudes into employees’ privacy.

A delicate balancing act, indeed

41JANUARY

EMPLOYEE HEALTH — INTERNATIONAL

OTCS KEEP EMPLOYEES ON THEIR FEETSelf-care may be a key to increasing workplace productivity

Today’s employment marketplace is both complex and competitive. Workers have access to the benefits and job opportunities of a global economy, and to the modern technologies and resources that make workplace flexibility easier than ever before. In today’s workplace, there’s seemingly unlimited room for personal growth, mobility and productivity – but employees can’t achieve any of these things without their health.

Worker health affects everything, everywhereEconomists and business leaders both recognise the role of health in workforce productivity and competitiveness. When workers aren’t healthy, they can’t perform at their best and their companies become less efficient and competitive.

A survey of 35 large employers with at least 1.2 million workers, conducted by the Institute for Health and Productivity Management, found that common self-treatable conditions such as allergies, joint pain and excess stomach acid affect many workers every work day of the year. One global corporation determined that common ailments like these cost it $3.25 million annually in lost productivity. Individuals who have ever suffered from any of these ailments understand how difficult it is to remain productive and excel at their work when not feeling well.

More companies are understanding these challenges and realising their impact on employees’ functionality and productivity. Many businesses now are empowering their workforce with simple solutions – offering preventive health and wellness programmes to reduce the impact of common ailments on workplace productivity. This includes acknowledging the contribution of over-the-counter medicines (OTCs) to keeping employees healthy and productive.

Self-care and OTCs put power in the hands of consumers by providing safe and accessible relief options for many common health issues. This enables individuals to play an active role in their own health and wellness, to remain at work or return there more quickly, and to enjoy a better quality of life.

Benefits to the healthcare system as a wholeAt a time when employers and society in general are working to control healthcare spending, OTCs are a critical component of ensuring that healthcare resources are used cost effectively. An independent study by Booz and Company estimates a total economic savings of $125-148 billion from avoided physician office visits ($77 billion), fewer costlier prescriptions ($25 billion) and less time away from work for doctor’s visits ($23-46 billion). Another study estimates that every $1 spent on OTCs saves the system $6 to $7.

For consumers, these findings just reconfirm what many already know – that engaging in good self-care and health habits means fewer sick days, increased productivity and a better quality of life. The medical cost savings also can lead to more affordable health plan options because of reduced medical costs incurred by their employers

Courtesy: BPT

42 JANUARY

INFOTECH

NEW WAY TO DEPLOY SERVICES, SUPPORT USERS

Enterprises in Qatar must leverage trends, says expert from A10 Networks

SDN is fundamentally about programmability, the separation of forwarding from control, and the ability to dynamically configure service and network elements in real time. However, to reap the full benefits of SDN, SDN applications must dynamically respond to the environment in which they live. Big data offers the ability to characterise

that environment, in terms of state, behaviour, anomalies, and long-term trends.

Glen Ogden, Regional Sales Director, Middle East at A10 Networks says that while big data offers enterprises in Qatar the promise of new and potentially surprising forms of insight, you don’t get this ‘for free’

by simply deploying Hadoop. You need to apply machine learning or statistical analysis techniques and non-trivial data science, based on the application context. As analysis and visualisation tools mature, the value of this insight will take an increasingly important role in both the design and long-term operational aspects of converged data centres, and in

43JANUARY

the design and running of services offered to users.

In the context of SDN, this convergence with big data offers a particularly interesting dimension – a feedback loop – the ability to take analytics and state change events and dynamically inject those back into SDN decision-making, guided by a policy engine. This promises to make next generation data centres highly tunable, highly automated and highly responsive to real-time changes in operational use and behavioural trends.

Imagine the capability to set up, tear down, and scale-out ‘service-chains’ for individual workflows dynamically, by time of day, geo-location, traffic demand, and security context; all under fine-grained policies and with different SLAs. Over time, this insight could be essential in maximising top line, improving customer retention, raising brand awareness, and maintaining competitive edge. Although the gains from these insights are relatively modest, in today’s highly competitive market, it could be the difference between a market leader and an ‘also-ran’.

ChallengesWhile there is tremendous interest in both SDN and Big Data, to date, there are no clear standards or reference architectures detailing how these technologies are to be coupled, and no consistent data on efficacy in terms of TCO and ROI, particularly across specific vertical applications. Aside from greenfield sites, we are likely to see networks evolve through a mix of hybrid infrastructures for some years to come.

One initial challenge is enabling all vendor technologies to be agnostic, both in terms of SDN controller integration and the instrumentation itself. That being said, considerable progress is being made through initiatives such as OpenStack and OpenFlow. There is also a clear push by vendors to provide open APIs based on RESTful principles – key for data centre orchestration and automation.

Another major challenge has to do with securing these big data lakes from external hacking and ensuring data integrity is maintained over time. Given the level of centralised control, security is a concern for SDN as well. Here again, there are several initiatives as well as emerging technologies such as block chain that will help when paired with traditional security and fine-grained security policies.

There are further challenges around instrumentation, storage and analytics – if we want analytics over real-time as well as long-term data then the granularity of the instrumentation needs to be considered.

are still evolving. Furthermore, the closely related technologies such as virtualisation, cloud, service-chaining, NFV, storage, and security are all in a state of flux. The next few years promise to be exciting as these areas converge towards fully programmable and responsive service architectures.

It is clear that the marriage of big data analytics and soft-programmable infrastructure will promote the ability for organisations to deploy services and support users in a way that was simply not possible in the past, either because it was too resource-intensive, too costly, or simply too risky to attempt. We should expect to see fully automated data centres using closed feedback of policy-driven programmable elements, instrumentation, and analytics become the norm.

The blurring between hard and virtualised infrastructures will continue, with hardware needed to enable core and edge scalability and for high performance low latency applications; but importantly – everything instrumented and accessible through common APIs and policy. Cloud environments in particular place huge strain on resources and there will be a continued tension between vertical and horizontal scaling, between hard and virtualised infrastructure.

Organisations that do not understand the nuances of these trends are likely to fall behind

Glen OgdenRegional Sales Director,

Middle East at A10 Networks

This is only the ‘end of the beginning’Bringing all of the potential from big data to SDN is not trivial; this field is evolving rapidly but there is still a way to go before we see complete and widely published reference architectures. Right now we are probably closer to the ‘end of the beginning’ for machine learning and analytics on big data, and the ability to inform SDN decision-making consistently and accurately, based on policy and dynamic feedback. Early adopters and more forward-thinking organisations are already gaining experience in the trenches, but many of the tools, interfaces and standards

BUSINESS TIPS

44 JANUARY44 DECEMBER

EXPERT OPINION

TOWARDS A FRICTIONLESS ITAlessandro Perilli, GM Cloud Management Strategy at Red Hat, urges an enterprise IT that just works, reshaped after the experience offered by modern consumer-grade public cloud services, which business users increasingly expect

By the term Frictionless IT, we mean an enterprise IT that just works, reshaped after the experience offered by modern consumer-grade public cloud services, which business users are growing to expect. If we don’t start moving towards Frictionless IT, we all risk irrelevance.

Current generations of IT professionals are experiencing a growing disconnect between Enterprise IT and Personal IT.

• Enterprise IT remains reliable, but in most cases slow to procure, complex to use, and overall frustrating. Think about your expense report system.

45JANUARY

• Personal IT is evolving into a set of instantaneously avail-able, incredibly easy to understand and blazing fast at executing the tasks that they are supposed to execute. Think about Gmail, Dropbox, Evernote, IFTTT, and the plethora of other public cloud services that we all interact with on daily basis through our phones, tablets, and laptops.

The first problem with this split brain between Personal and Enterprise IT is that our brain is exactly the same, inside and outside the office. Any interaction with this emerging Personal IT raises the bar on how the IT experience should be. The more we use Gmail, Dropbox, Evernote and IFTTT in our personal life, the more our expectations grow for a similar experience at work. We wonder more and more, “if my Personal IT is such a breeze to use, why does my Enterprise IT have to be miserable?”

The second problem is that current generations can endure frustrating Enterprise IT only because that’s all that they have experienced for decades. New generations will not be so forgiving. The kids in college today, and those who just started their first job in a new, exciting startup, are growing used to only one kind of IT experience: the frictionless one.

At some point in the near future, these kids will land more reliable and less stressful jobs in large enterprises. It will not be just one or two individuals with a different set of expectations joining a typical bank or insurance company. It will be a whole generation that permeates every department of an end-user organisation, from marketing to engineering, with a completely different set of demands and expectations. The overwhelming majority of IT organisations, and the traditional solution providers that support them, are completely unprepared to meet that demand.

If you think that investing in state-of-the-art UI is unnecessary, or not worth the effort, think again. The primary reason why some public cloud offerings become overnight successes at a planetary scale is their intuitive UI.”

Alessandro PerilliGM Cloud Management

Strategy at Red Hat

We believe that at least three ingredients are necessary to meet the demand for frictionless IT:

• Ease of use

• Speed

• Integration

Ease of use

A key enabler for a Frictionless IT is a smooth user experience (UX). The user experience is defined by the quality of an interaction between the human and the system, and it takes place when you deploy, integrate, customise and use enterprise systems. Intelligent installers and self-contained binaries, simplified back-end architectures, supported out-of-the-box plug-ins, modular front-ends, consistent UIs and even coherent documentation all contribute to improve the quality of the UX. However, very few organisations in the world look at these aspects from a holistic standpoint and take a user-centric approach. For example, the user interface (UI), in both commercial-off-the-shelf and custom-made applications, is one of the most overlooked aspects of enterprise software.

If you think that investing in state-of-the-art UI is unnecessary, or not worth the effort, think again. The primary reason why some public cloud offerings become overnight successes at a planetary scale is their intuitive UI. In our Personal IT we are already getting used to intuitiveness, and the demand for it is supported by the broad market offering. We have already reached the point that when an app on our smartphones is too complex to use in the first few minutes, we simply delete it and download an alternative. There’s no second chance for the app that is not frictionless.

46 JANUARY

Now let’s go back to the upcoming generation of technology consumers. Even among the most technical of them, some may have never built a computer by screwing a motherboard to the case (like many of us did, including me), used a command prompt or plugged in a network cable. Those users will expect that installing software will be as frictionless as deploying a virtual appliance, plugging a cable will be as frictionless as drawing a line on a service catalogue UI and so on.

If the IT organisations of tomorrow don’t deliver that kind of ease of use, future generations of business users will simply circumvent them, more than today, relying on external cloud service providers. And to meet the expectations of future generations, the UX in enterprise software has to dramatically improve.

SpeedA second key enabler for a Frictionless IT is speed. If the interface is pretty but you still need to take 20 steps (or 20 weeks) to get the job done, it’s not frictionless. We already know that speed deeply influences the UX, to the point of impacting search engine rankings, thanks to the enormous research conducted around aspects like loading time in web development. And yet, it took a lot for the industry to realise that the same human brain which doesn’t tolerate a very slow page load very likely won’t tolerate a very slow enterprise IT experience.

Speed has become an increasingly important factor in the last five years, to the point that the industry constantly mentions agility as the most desired attribute for business and development models. Of course agility is not just speed, but speed is a very big part of it. Which is one of the many reasons why, for example, we are seeing a shift of interest from virtual machines (VMs) to application containers.

Operating system and application virtualisation are as old as (and in some cases, older than) hardware virtualisation. More than 10 years ago, the emerging virtualisation industry was rich with technology startups focused on all three approaches. As we know, eventually the mainstream audience preferred VMs over what we used to call operating system partitions and application layers, but today we are experiencing a second coming of the latter technologies because customers’ business needs are changing and evolving, as they always do.

Ten years ago, IT organisations’ primary challenge was modernising the data centre while maximising the ROI on existing hardware equipment, and hardware virtualisation brilliantly helped to accomplish the goal. Today, IT organisations’ primary challenge is addressing the business demand as fast as possible, because there’s now a competitor that never existed before: the public cloud provider. Application containers can be deployed in seconds rather than the minutes needed for

VMs, significantly shrinking the reaction time for a variety of scenarios, including scaling out a web application to address an unexpected traffic peak and avoiding a fatally slow loading time.

Application containers are just one example (and to be fair, they have more virtues than just speed of deployment); we constantly look at solutions that can dramatically increase operational speed.

IntegrationA third enabler for Frictionless IT is seamless integration between enterprise products and the ancillary services necessary to make it work or unlock their full potential. No successful software or hardware comes without a certain degree of integration with the existing enterprise IT environment, but the extent of that integration makes or breaks the UX, in turn impacting on users’ productivity.

Integration can happen at the back-end level and at the front-end level. The latter is rarely considered, so I’ll focus on that in this post. To clarify the deeply underestimated importance of front-end integration, I always use the analogy of the smart calendar.

In many cases, in preparation for a business meeting we always check a couple of apps on our smartphones: the calendar app, to know when, where, and how we need to

47JANUARY

meet; and the map app, to know how to get there. In a perfect world, especially if the business meeting is a delicate negotiation with parties you’re meeting for the

first time, we might want to check at least another couple of apps: LinkedIn, to learn more about the

people that we are going to meet; and Twitter, to learn more about what those people have

to say about topics that may be relevant to the negotiation. Out of the four, it is the

last two apps that could provide the intelligence necessary to successfully

close the negotiation. But because the information is spread across so many different apps, which dramatically increases the friction, we limit ourselves to checking the first two, the indispensable ones. Crucially, because of the friction, we don’t check the information

that could be most valuable for the meeting, which deeply impacts

our effectiveness.

Thankfully, there’s now a better way. A wave of so called smart calendar apps are emerging (and rapidly being acquired), with their biggest value being the ability to blend the front ends of the aforementioned four apps into a single, consistent UI that dramatically reduces friction. If you have ever tried smart calendars like Tempo or Sunrise, you have an idea.

Ease of use, speed, and integration are key ingredients to dramatically improve the enterprise software (and hardware) UX. But what’s the difference from the past, you might ask. User experience has been considered as a key differentiator since the late 60s by companies like IBM. And there are plenty of ROI calculators showing that UX has a quantifiable impact on business. The difference is that now enterprise users have choice and enterprise IT organisations have competitors. And the choice is incredibly broad and incredibly accessible. If IT organisations fail to deliver Frictionless IT, lines of business (LoB) will simply go elsewhere and get the job done with the tool that is most convenient (simplicity, not cost) out of the many available.

A LoB doesn’t care about security, compliance and integration issues, nor do they trouble themselves with the politics driving the IT organisation choices towards a specific solution versus another. A LoB only wants to get the job done within the deadline. And if the corporate policies get in the way, they will be often circumvented. In turn, if the corporate policies get circumvented and the tools that empower a LoB are provided by external cloud service providers, in the long term the role of the IT organisation will become less relevant. To stay relevant in the eyes of upcoming generations, both vendors and their clients must recognise the ongoing transformation, anticipate the upcoming demand, and adapt

48 JANUARY

COLUMN — MOBILE TELEPHONY

THE SMARTPHONE MARKET IS CHANGINGSaad ElKhadem, Research Analyst, IDC MEA, anticipates that several vendors will leave the mobile landscape completely over the next couple of years as it becomes increasingly unfeasible for them to continueMicrosoft’s acquisition of Nokia has always been a move that raised questionable eyebrows in the market. Many observers couldn’t understand why it would sink such a large sum of cash in order to purchase a mobile company that was in so much trouble. Such attitudes were perfectly understandable, and the move has still not helped Microsoft gain much in the way of share in its OS battle with Android and iOS.

Indeed, IDC research shows that Windows Phone OS commands less than 3 per cent share of the GCC smartphone market. This figure is poised to increase, but not in a way that will signal any great shift. The launch of Windows 10 could potentially prove to be a light at the end of the tunnel, but even that prospect hasn’t stopped Microsoft from laying off thousands of staff from its mobile division.

HTC is another vendor feeling the heat of increased competition in the mobile market. When HTC released its much-anticipated HTC One M9, the reviews were fairly lacklustre. The device didn’t live up to expectations, and the result was poor sales across its entire portfolio. As a consequence, the company is looking to make significant cuts across its operations in a bid to balance things out and continue fighting into the coming

49JANUARY

quarters. In the GCC, HTC will need to streamline its channel operations if it wishes to resolve ongoing operational inefficiencies and properly penetrate the market.

Samsung is perhaps the smartphone manufacturer that has been struggling the most in recent times. The company has been taking direct competitive hits right across its smartphone portfolio. Whether it’s at the high end or low end, Samsung is facing mounting pressure amid increasingly aggressive competition. It is still the undisputed heavyweight champion of the smartphone division, but its profits and market share

continue to slide. Even here in the GCC, Samsung’s smartphone share has been on the decline for the last five quarters, leading to downsizing and the inevitable implementation of cost-cutting measures.

One company that continues to make headlines with record-breaking sales and profits is Apple. The iPhone revolutionised the smartphone segment when it was first released, and it continues to set the standards that other vendors must aspire to. Despite its relatively limited portfolio of smartphone offerings, the company commands almost 20 per cent share of the market here in the GCC. And while the iPhone has long been a success, it was the launch of the iPhone 6 and iPhone 6 Plus that persuaded many Android users to finally make the leap over to iOS.

on quarter, and both have been ramping up their marketing and channel activities, leading to them making gains in their market shares. Elsewhere, some smaller vendors have opted to take the online route to success. This helps them cut back considerably on channel spending, but the market share of such vendors remains tiny here in the GCC.

The mobile landscape is becoming incredibly difficult to compete in, or even just to survive. New vendors are entering the market with dirt-cheap devices that have the same specs as the big names at a fraction of the cost. Small companies can afford to pursue such strategies, but larger players like Samsung cannot compete in this manner as they have other costs to consider, such as marketing, channel incentive

This is because one of the major factors holding them back in the first place wasn’t price, but screen size – an issue that has now been resolved. Apple competes solely in the high-end market, which means its profit margins are significant when compared to the competition, and the company is now looking to build on the momentum it has gathered here in the GCC by opening its own retail stores and establishing more offices throughout the region.

It’s not all doom and gloom for the rest of the market, however. Huawei and Lenovo continue to make waves with increased shipments quarter

programmes, and stocking fees, among many more. Profit margins are also being hit by falling prices, leaving the big boys with less money to spend on marketing, R&D, innovation, and so on.

This is inevitably going to take its toll on the dynamics of the mobile landscape. Indeed, IDC anticipates that several vendors will leave the space completely over the next couple of years as it becomes increasingly unfeasible for them to continue. Whether that happens or not remains to be seen, but what’s clear for all to see is that the market has a very bumpy road ahead of it

Phot

o us

ed fo

r illu

stra

tive

purp

oses

onl

y

50 JANUARY

CAREERS — INTERNATIONAL

PLACES WHERE WORK IS ENJOYABLE FOR EXPATS

In its latest global survey about expat living, InterNations, the world’s leading social network and information site for people who live and work abroad, presents Malta, Norway and Luxembourg as ideal destinations for those who are looking for a job abroad.

Expats in Italy, Portugal and Greece, on the other hand, are lacking promising career choices and job security. Moreover, expats in Greece are suffering from a bad work-life balance. From a global perspective, it is expats over 50 who are happiest with their work life, closely followed by workers in their early thirties.

Best and worst career destinations Malta ranks first in the Expat Insider 2015 survey for overall job satisfaction, with seven in 10 expats generally satisfied and 27 per cent even completely satisfied, compared to a global average of only 16 per cent. In terms of career prospects, only the USA and the United Kingdom rank higher. Other popular destinations for those in the search of an interesting job and good career opportunities are China, Mozambique, Luxembourg and Poland.

The lower end of the job and career ranking is dominated by European countries: Out of 64 countries overall, Italy, Portugal and Greece — all of them suffering economically — offer the least favourable job opportunities for foreign residents.

Malta attracts IT professionals and Norway entices with its favourable work-life balance, while expats in Luxembourg enjoy excellent job security, according to InterNations survey

51JANUARY

Work-life balance around the world Sweden, Norway and Malta occupy the top ranks when it comes to work-life balance, while Saudi Arabia, India and Kuwait are at the bottom. Expats in Sweden, Norway and Denmark, as well as Malta, are also the most satisfied with their working hours, whilst those in Turkey, Greece, and Chile are the least happy with this aspect.

Founder and Co-CEO of InterNations Malte Zeeck explains: “Finding the perfect balance between work and life can prove to be an ordeal for many expats. Countries such as Norway, Finland or Denmark provide ideal conditions for expats with the world’s shortest working weeks of about 40 hours. At the other end of our rankings, foreign residents in Uganda, Nigeria, the Philippines and Panama are working up to 10 more hours per week than their counterparts in Scandinavia.”

A typical expat work week According to InterNations, the average expat works a 42-hour week, with 86 per cent in full-time and 14 per cent in part-time positions. While the global average of 31-year-old to 35-year-old expats working full-time remains as high as 91 per cent, there is a huge dip in the number of those above the age of 50, with 79 per cent of them working full-time.

“We see a shift towards part-time work in this age group, and therefore a slight reduction in the number of weekly working hours to 41 hours among the respondents who are aged 51 or older”, says Zeeck.

Foreign assignees work the most, with 46.1 hours per week, followed by foreign recruitees (44.7 hours) and career-oriented expats (44.1 hours). Travelling spouses, on

the other hand, only have a 34.6-hour workweek, which is not surprising considering that 39 per cent of them work part-time. Expat parents only spend slightly less time at work than expats without children: expat dads still work 45.7 hours per week in full-time positions, and 26.1 hours if they have a part-time job.

On average, expat moms work less with 43.1 hours in full-time positions or 22.9 hours part-time. Even among the general survey population, men work slightly longer hours than women (44.2 vs. 39.7 hours). They are also a lot less likely to work part-time than women, with 90 per cent of men working full-time compared to 82 per cent of women.

The Working Abroad Index ranks countries according to various factors from three different areas: job and career, work-life balance, and job security. In total, 64 countries are included in this index. In order to be included, the minimum sample size in the ranking is 50 respondents, although nearly 40 countries had a sample size of over 100. Questions were rated on a scale of one to seven.

For its annual Expat Insider survey, InterNations asked more than 14,300 expatriates representing 170 nationalities and living in 195 countries or territories to rate and provide information on various aspects of expat life, as well as their gender, age, and nationality.

The ratings of the individual factors were then used to draw up topical indices: quality of life, ease of settling in, working abroad, family life, personal finance, and cost of living. These were further averaged in order to rank 64 expatriate destinations around the world. In 2015 the top ten were Ecuador, Mexico, Malta, Singapore, Luxembourg, New Zealand, Thailand, Panama, Canada, and Australia

52 JANUARY

PERSONAL FINANCE

TOP TEN TIPS FOR SAVING MONEY IN THE NEW YEARJamie Scott of Prestige Wealth Solutions advises you on how to save money in the long run

Now that we are in the new year, we’ve got some expert pointers on how you can save money in 2016. Whether you are single, married and/or you have a family, you should know how much money you have coming in each month, so that you can manage your financials properly. Why not welcome 2016 with your finances in check and start as you mean to go on?

Take a look at our top tips from Senior Financial Adviser, Jamie Scott, to help you save those pennies in the long run:-

1. Reduce Debt: If you have credit card debt, you may feel like it’s going to take forever to pay it off. You can get ahead by choosing one card; ideally, the one with the highest interest rate and where you pay as much

53JANUARY

as you can on it every month. If you have other cards, pay the minimum balance on those until you’ve paid off the first card. Then, choose the next card and pay extra on it while you pay minimums on the others. If you pay only the minimums on all your cards, you’ll be paying a lot more in interest than you might realise.

2. Focus on savings. Decide how much of your income is available to save each month. Have it direct-deposited to your savings account or a separate account if one needs to be opened. Wherever you decide to keep your savings, make sure you put money into it every month. That diverted money will make a big difference for you later.

3. Use cash first. Take out enough cash to last one week at a time. Make up your mind that the cash you have is all you get for discretionary expenses, or, things that you could live without each week. It’s much easier to turn down a pair of shoes when it will take the last of your week’s cash than it is when you just have to swipe a credit card.

4. Cut down on unnecessary costs. Wh¬ether it is buying your morning coffee from Starbucks or regularly dining out, you know how expensive these treats can be. Why not take a packed lunch to work or eat in more often. By cutting down on lunchtime café expenses, you can begin to see those funds build.

5. Share responsibility. Make sure you’re not the only member of your household concerned about your budget. If you’re working hard to save money, but your spouse is out spending you into debt, you’re fighting a losing battle. Sit down together and make a plan to determine how much spending money you should each have.

6. Receipts. You probably monitored your expenses for several weeks to make a budget. Once the budget is made it can be tempting to resist checking up on every little expense. But keeping track really can help you stick to your budget. You’ll be less likely to overspend if you realise how much money has actually gone through your hands.

7. Check your bank balance online. If you’re on a tight budget, a couple of small mistakes can lead to overdraft charges and insufficient funds in your account. Keeping a regular handle on your money can create a positive habit and you ¬can make sure your personal ledger stays in the black.

8. Analyse your spending. Look through your budget and all your photos of receipts. Can you find an

expense that can be cut? Maybe you could set up a carpool with a friend or take the metro / bus to work on some days. C-utting out on fuel costs can help increase the amount of money you have available for savings and purchases.

9. Life is a hurdle race, not a flat race. Remember that life is unpredictable, and things happen that are out of our control. When¬ you make a budget, try to allow some extra money for variable expenses. Be gentle with yourself if you go over your budget sometimes. It can be hard to get back on track ¬if you let yourself get too frustrated over a mistake or two.

10. Reward yourself. If you can set a regime and stick to it, you will see rapid improvement in your financial situation. Setting personal financial goals, even reducing debt deserves personal reward. So, treat yourself to small monthly rewards. You choose: just don’t go back to square one!

Budgeting will come more easily the longer you stay with it and you will reap the rewards in years to come. Above all, remember that budgeting is worth the effort. Keeping on budget can make a significant difference across many areas of your life, since so many things are affected by your financial status

Jamie ScottSenior Financial Adviser

54 JANUARY

AUTO FOCUS

BMW X1 & CRETA STUN MARKETTowards the end of last year and the beginning of this year many luxury vehicles have become affordable and one new SUV arrived in the market

The all-new BMW X1 has arrived at showrooms Alfardan Automobiles, the official BMW Group importer in Qatar, across Qatar with a starting price of QR155,000.

With more than 730,000 units of the first generation sold world-wide, the second generation X1 comes with a body design straight out of the BMW X model mould. There is significantly more space for passengers and luggage, a cutting-edge premium ambience and functionality grounded in solid engineering. Latest four-cylinder engines, an efficiency-optimised version of the BMW xDrive intelligent all-wheel-drive system and

newly developed chassis technology enhances the sporting ability and ride comfort. Fuel consumption and emissions are reduced by up to 17 per cent, model-on-model. The X1 is available for the first time with front-wheel-drive.

BMW Group fuels regional growthWith more than 33,000 cars sold across 12 countries; BMW X models are driving sales and remaining strong competitors in their segments and MINI Countryman and Hatch models drive up MINI sales.

55JANUARY

The BMW Group is reflecting on another positive year in the Middle East, with 33,516 BMW and MINI cars sold across 12 countries, representing an 11 per cent increase in sales over 2014.

Highlighting the continued strength and desirability of the brands across the region, despite an increasingly challenging and highly competitive automotive market, Johannes Seibert, Managing Director for BMW Group Middle East, said: “Our year-end performance shows a healthy growth across the region, underlining the unwavering confidence that customers have in our brands. Our portfolio of exceptional cars with innovative technologies, as well as the excellent retail services offered by our importers, have proven the ideal combination and are all driving factors behind our success.

The brand’s top-end models continue to be in demand, with the BMW X model family playing a key role in the brand’s growth. All remained strong competitors within their respective segments and accounted for 55 per cent of the total BMW Group Middle East sales – the BMW X5 alone sold over 10,109 cars. The newest member of the family, the second generation BMW X1, made its Middle East debut at the Dubai International Motor Show, and is expected to further drive sales of the range in 2016 with its increased space for passengers and luggage, a cutting-edge premium ambience and functionality grounded in solid engineering.

New Hyundai SUV Creta launchedNational Car Company, the sole distributor for Hyundai vehicles in Qatar, recently introduced Creta, the new sub-compact SUV, to Qatar.

The addition to the Hyundai’s line-up marks the brand’s debut in this fast-growing segment and is set to appeal to buyers looking for ‘an affordable SUV in a stylish, high-quality package.’

Offered at an ‘affordable price’ matching that of a mid-segment sedan, the Creta combines a classy ‘Modern Premium’ interior and exterior with a robust body structure and impressive performance and handling.

The Creta makes a strong visual statement thanks to Hyundai Motor’s acclaimed ‘Fluidic Sculpture 2.0 Design philosophy’.

Jin (James) Kim, vice-president and head of operations for Hyundai Motor Company Africa and Middle East, said: “This SUV has been designed for a new generation of customers who are looking for vehicles which demonstrate forward thinking design and world-class quality at an affordable price.

“The Creta is a true expression of the future of our brand and is perfectly equipped to perform strongly within the highly competitive sub-compact SUV segment.”

At the front the Creta’s elegant and distinctive character is illustrated by the triple slat chrome front grille, smoothly creased hood, Projector headlamps with LED positioning lights, static bending lights, stylish skid plate and dual tone front bumper.

The vehicle’s dynamic look is accentuated from the side by the rising beltline and sloping roofline while split type tail lamps with chrome edges, and a sporty bumper complete the modern look at the rear.

56 JANUARY

Hyundai Motor’s Genesis and Tucson have been recognised by the Insurance Institute for Highway Safety’s (IIHS) 2016 Top Safety Pick+ awards. This prestigious awards body helps consumers select vehicles that offer the highest level of crash protection by conducting extensive testing and awarding those which are worthy.

Jin (James) Kim, Vice President and Head of Operations at Hyundai Motor Company Africa and Middle East said: “Our company’s emphasis on safety is once again highlighted as two very different models, one an SUV and one a luxury sedan, are internationally recognised for their advanced safety technologies. The features which I think have helped us secure these awards are elements such as the autonomous emergency braking feature, lane departure

Meanwhile, Toyota conducted a test drive of its sedans in Qatar in an initiative that was aimed at emphasising its “Fun to Drive” slogan, to showcase the “enjoyment factor” of its products.

Abdullah Abdulghani & Bros Co (AAB), the sole agents for Toyota in Qatar, organised the Toyota Sedan Test Drive for select media representatives in Doha. The journey started from the Toyota Tower in Doha and continued all the way to Sealine Resort with the participants taking turns to drive the sedans.

R K Murugan, Chief Operations Officer, said: “This latest initiative gives us the opportunity to demonstrate the evolution of Toyota and its new brand direction and commitment to develop more

Genesis and Tucson models win safety award

Toyota sedan test drive

warning with lane keep assist and the emergency brake assist offering.”

Adrian Lund, IIHS president commented on the rationale behind the Hyundai recognition: “The Genesis is equipped with Electronic Stability Control (ESC), nine airbags

emotionally compelling products to connect with consumers.”

Toyota holds the largest market share in the Qatari automotive market with customers appreciating the quality, durability and reliability of its products, a statement noted. The test drive included the full range of Toyota sedans – Yaris, Corolla, Camry, Aurion and Avalon.

and energy-absorbing front airbags, while the Tucson has AEB, helping these vehicles earn our top rating. Both earned a required good rating in the small overlap front crash evaluation and a superior-or advanced-rated front crash prevention system.”

The 2015 Yaris is “an exciting and stylish new second-generation sedan with an uncompromising blend of performance and durability in line with its iconic new design and product direction,” according to the statement.

It comes with two engines – 1.3-litre 84HP/6,000rpm and 1.5-litre 107HP/6,000 rpm.

57JANUARY

Audi Qatar saves the best for last: Towards the end of 2015, Q-Auto, the official dealer of Audi in Qatar, offered customers a wonderful opportunity to end the year with a smile. With the launch of the ‘Save the best for last’ campaign, customers became eligible to purchase a limited edition Audi Q5 S-line or A6 models at an exclusive starting price of QR169,995.

The campaign ran until December 31, 2015. In addition to a low starting price, the campaign also provided customers a range of value-added benefits, including a five-year/75,000km service package, a three-year unlimited mileage warranty and three-year roadside assistance for the Audi Q5 and A6 models.

The Audi Q5 S-line is a stunning luxury SUV with broadly

Mannai Auto Group, official agents for Cadillac in Qatar, too gave three special year-end offers to customers. These included special two-year leasing packages for the Cadillac ATS and CTS sedans, as well as an enhanced finance package for eligible customers seeking to own the SRX luxury crossover. The leasing offer started at QR1,999 for a brand new 2015 ATS and QR2,999 for the 2015 CTS. Both were offered for two-year lease periods.

The attractions included a range of available colours and options, as well as available insurance, registration, and enrollment in the Cadillac Premium Care Programme which ensures extended provisions for service and maintenance.

Audi Qatar saves the best for last

Leasing packages for Cadil lac ATS and CTS

designed rear lights and a three-dimensionally designed bonnet. The model’s 35TFSI technology is a combination of the FSI concept and a turbocharger, which produces remarkable efficiency and impressive dynamics, while also improving the engine’s pulling power.

Customers interested in the brand new 2016 SRX could avail a special finance package from leading banks in Qatar, depending on personal eligibility and as per each bank’s terms and conditions. The offer started at QR2,999 per month with competitive finance rates and a three-month grace period of waived payments at the time of the purchase.

The A6 embodies a similar sportiness with its Single frame grille, 3D bumper design, tailpipes and xenon headlights. The model is powered by a 35TFSI engine, which delivers a brilliant torque performance and thrilling acceleration values.

The SRX luxury crossover vehicle offers generous interior and cargo space, with seating for five. It is offered in Luxury and Premium collections.

A direct-injected 3.6 L V6, powers its all-wheel drive powertrain and is matched with a six-speed automatic transmission

58 JANUARY

LAUNCHES

NEW PRODUCTS & SERVICES

Gilda Grand Pavé has an elliptical steel case and soft lines enveloping a white mother of pearl dial with Arabic numerals at 3, 6, 9 and 12 o’clock. A special engraving technique has been used for the delicate wave motif with a precious ellipse of 50 diamonds. The case features 212 stunning diamonds.

Share the Valentine’s Day with MINI and be inspired by its selection of lifestyle merchandise that ranges from cool sportswear to gorgeous bags, trendy watches and luxurious luggage. No matter what gift you are looking for, you can take the stress out by going for one of these unique finds.

The striking Concord Saratoga Lady model timepiece tempers the dark, slightly masculine edge with the indisputable feminine glamour of rose gold. The embellishment of 32 sparkling VS quality diamonds on the case further elevates the stature of this timepiece, making it the perfect companion for darkly romantic soirees.

DORMA Gulf, has launched ST FLEX Green sliding door solutions that provide the highest grade of eco-friendly, slender, profile entrance routes. ST FLEX Green, with an Environmental Production Declaration (EPD) Certificate, is designed to function as aesthetic sliding doors and also suitable for emergency exits and escape routes.

59JANUARY

The LG V10 features a 5.7-inch IPS Quantum Display with 2560 x 1440 resolution and a secondary 2.1-inch display that can be used for app shortcuts, notifications and much more. It’s powered by a Qualcomm Snapdragon 808 processor, 4GB of RAM, and comes with 64/32 gigabytes of on-board storage.

Oris introduces Calibre 111, a watch powered by a movement developed in-house. Calibre 111 follows Calibre 110, developed by Oris for the company’s 110th anniversary. Calibre 111 components are manufactured with individual tools in larger series in co-operation with the most advanced micro-technical enterprises in Switzerland.

Nicknamed the “la Dame de Fer” (“Iron Lady”), “la Grande Dame” or “la Dame de Paris”, the Eiffel Tower is a majestic presence on the new women’s watch from Saint Honore, powered by an automatic calibre. It marries geometric shapes and curves in reference to its historical provenance.

Casio Middle East has launched Limited Edition MTG-G1000BS-1A, a classy combination of black and gold design with special ion treatment that gives the timepiece an aged, vintage look. This watch combines metal and resin in a design style that conveys both elegance and the renowned toughness of the G-SHOCK.

60 JANUARY

DESTINATION

PICTURESQUE ISLESSarah de Crescenzo gets a summit view of the islands of Ireland’s Clew Bay

How many islands dot Ireland’s Clew Bay? As many as days of the year, goes the saying.

Scanning the green mounds peppering the white-capped sea below while visiting last summer, I tried futilely to distinguish from the other islands the grassy knoll where my grandmother was born.

They all looked the same from my vantage halfway up Croagh Patrick, the mountain that overlooks the bay, so after a swig of water and a few lungfuls of air, my husband and I continued our trek to the peak.

The mountain — referred to locally as the Reek — rises to about 2,500 feet above sea level and is five miles outside the seaside village of Westport in County Mayo. It draws about 100,000 people to the area each year.

Visitors at the start of the climb are greeted by a white statue of St. Patrick, the nation’s patron saint and the mountain’s namesake. At its summit is a small chapel where Masses are celebrated on Reek Sunday, the last Sunday each July when thousands turn out to walk together to the top. Some among the trekkers who make the annual pilgrimage take the rocky trail barefoot.

We set off for the summit on a clear morning in June, with light jackets zipped over stomachs filled to bursting by the breakfast cooked to order by the proprietor of Plougastel House, the cozy bed and breakfast where we were staying in Westport.

Heading out, I remembered the first time I had hiked Croagh Patrick as a teenager, more than a decade ago: My memory was of me and my family bounding upward under a warming sun.

But on this climb, about halfway up the mountain the crowd began to thin as the temperature dropped and fog dampened the loose shale and rocks.

61JANUARY

IF YOU GOGetting there: To get to Westport: Renting a car and driving from Dublin is about a 3½-hour trip. Or, take Ireland’s national bus service, Bus Eireann, from Dublin to Castlebar (via Athlone), then on to Westport.

Aran Islands: From Westport, head south via bus to Galway (a ticket is about $17) and book a day tour of the islands at the Galway Tour Company office on High Street. If you have free time, keep an eye out for signs offering free walking tours of Galway to get insight into the city’s history. (Be sure to tip your guide.)

Lodging in Westport: Castlecourt Hotel, Castlebar Street, westportplazahotel.ie; Plougastel House B&B, Distillery Road, plougastel-house.com; McCarthy’s Lodge & Bar, Quay Street, mccarthyslodge.com

62 JANUARY

Before leaving Southern California for our honeymoon, I told my husband I’d like us to climb the Reek together. But I hadn’t said anything about the clouds that often roll over the top of the mountain, or how the top third of the climb becomes more of a crawl as rocks shift underfoot without warning on the narrowing trail.

That day, our final steps onto the plateau were witnessed by only one other climber, a woman calmly feeding blueberries to a lone sheep.

Stepping by her onto the plateau, we felt the full force of the wind. I pulled my phone from my pocket for a photo, and my stiffening fingers nearly lost it to a powerful gust.

With the realisation that the wind was so strong our voices were lost to it, we ran to the fog-shrouded chapel and hunkered down against its leeward side.

Minutes later the cold became too much, and we descended, skidding down towards the sun-dappled stretch of the trail visible below.

That afternoon, our spirits fully revived by a thimbleful or two of Jameson, slices of homemade cake and attaboys from the relatives for reaching the top, we set out to the first of two islands we would visit during our trip.

We cast off from the shore in a small boat with two relatives and a sea-loving mutt to visit the island where my maternal grandmother had lived before she emigrated to Chicago.

Motoring by islands of deep green scattered throughout the bay, we saw seals lounging on rocks and herds of cows and sheep grazing contentedly.

As we neared our destination, the wind picked up noticeably, whipping up spray and rocking the boat Docking, we knew the visit would have to be a quick one.

With our four-footed friend bounding ahead, we walked up to an intricate and rusted gate and through it found a path leading to the house.

Once we reached the doorstep, we walked around the building, peering through the windows as if we would see the faces of those who once lived there. Then, as the sky darkened, we hurried back to the boat.

Later that week, we found ourselves headed towards another Irish island, this one at the mouth of Galway Bay, south of Mayo.

Many still speak Gaelic on the Aran Islands, three of which are inhabited and reachable by ferry. We decided to visit the smallest, Inis Oirr, or Inisheer, and as we rode the ferry, a pair of dolphins played in the waves caused by a boat chugging alongside us.

Once on Inis Oirr, we picked out a block of Man of Aran fudge from a stand smartly situated near the ferry drop-off. The creamy chocolate sustained us as we pedaled rented

bicycles past thatched cottages with horses in the yard.

Stacked stone walls — the farther west in Ireland you go, the rockier it gets — crisscrossed the land, penning in livestock.

Along our ride, we stopped for a time to goggle at the wreck of the Plassey, a cargo ship driven ashore in a storm in 1960. Today its rusted shell sits on the island’s shore, dwarfing a nearby coffee stand and looming over visitors as they use the iron carcass as a photo backdrop. Just before turning back so as not to miss the ferry, we spotted a lighthouse at the island’s edge. The white pillar, like the chapel swathed in cloud cover atop Croagh Patrick, looked ghostly.

As it had during our short time on the island in Clew Bay, it was easy to feel as if nothing had changed there for at least a century Co

urtes

y: Mc

Clatch

y Trib

une N

ews S

ervic

e